Jose Iadicicco - Board
What is your experiences within Intersect and Cardano?
I possess a profound and strategic understanding of Cardano’s objectives, having worked across all its key areas—technical, institutional, community, and political. I began studying Cardano in 2017 and, by 2018, was giving talks to private companies and NGOs. My technical contributions include creating the first physical Cardano node in Latin America, which ranked number 3 among over 3,000 pools globally, and hosting the first Cardano Hackathon in the region, which served as a precedent for similar global initiatives. I also founded ADA Labs for Blockchain Applications in collaboration with the National Technological University (UTN), ensuring that Cardano's technological advancements are integrated into academic institutions.
On the community side, I have led the Latin American Cardano community and was elected by its members to represent them. I co-founded the Cardano Confederation, uniting over 15 SPOs and key communities across Latin America. This has provided me with deep insights into the needs and priorities of grassroots participants within the ecosystem.
Institutionally, I have signed four contracts with the Cardano Foundation, three with IOG, and one with Intersect to host the first constitutional workshop. My collaboration extends to key figures like Aggelos Kiayias, Philip Wadler and Lars Brünjes among others, contributing to the academic foundation of Cardano. I understand the critical role of Cardano Foundation as the custodian of the brand and name, and I have actively contributed to its growth.
On the political front, I successfully negotiated an agreement with the Organization of Ibero-American States (OEI), representing over 20 countries, to host the Cardano Summit 2024, where Charles Hoskinson will be a key participant. This partnership not only strengthens Cardano’s presence in Latin America but also illustrates my ability to navigate both the technical and political landscapes to further Cardano’s mission.
Do you have any other Cardano affiliations or possible conflicts of interests, including you as an individual or an enterprise you are associated with?
I am a Stake Pool Operator (SPO) and co-founder of ADA Labs for Blockchain Applications in partnership with UTN in Argentina. While I am involved in various initiatives within the Cardano ecosystem, including community and technical projects, I ensure that my roles and activities are fully transparent and aligned with the goals of Cardano. I do not foresee any conflicts of interest, as my focus remains on advancing the ecosystem for the benefit of the entire community.
Are you currently in receipt of or previously received any Intersect or Cardano funding or grant?
Yes, I received funding from Cardano to organize the first constitutional workshop, which played a pivotal role in advancing Cardano's governance model. I am not currently receiving any additional funding from Intersect or Cardano.
What do you think the MBO’s primary strategic goals and objectives are or should be for the next 3-5 years?
The top strategic priority for the MBO should be the implementation of real-world use cases for Cardano, such as the blockchain-based academic record system I am working on at the National Technological University (UTN) in Argentina. Starting with the educational sector offers a clear path to demonstrate Cardano's effectiveness before scaling to broader governmental services like digital identity management.
Additionally, advancing technical infrastructure is critical. A key focus here is ensuring that Cardano can support DApp development efficiently. Cardano nodes alone are not enough a second layer of infrastructure is needed to index the ledger and provide fast, accessible data via APIs. While private solutions exist, I am working on the development of ALBA—a network of interconnected public institution nodes, which will provide both Cardano's layer 1 (relay) and layer 2 (API interface for DApps). This will offer developers a public, community-driven option to build without relying on private infrastructure, with the first node already installed at UTN and set to expand.
Enhance Community Engagement:
Empowering stakeholders by fostering a transparent and inclusive governance model is crucial for Cardano’s long-term success. A key initiative in this regard is the implementation of the Code of Ethics, launched by the Cardano Confederation, which replicates Norway’s ethical model. Just as Cardano has relied on the academic world to advance its scientific foundations, it is essential to adopt a similar approach for governance by embedding ethics into decision-making processes. Ethics, as a branch of philosophy, will guide Cardano’s governance model and ensure that integrity, fairness, and community-driven values remain at the core of all actions.
Strengthen Institutional Relationships:
Forging stronger partnerships with educational institutions, governments, and international organizations requires tangible, real-world demonstrations of blockchain technology. One of the most effective ways to achieve this is through minimal hardware investment in these institutions. By installing physical nodes, we can show that Cardano’s blockchain consumes minimal energy, making it accessible and decentralized. This is particularly important given that around 90% of Cardano’s nodes are currently hosted by eight cloud providers, which does not represent true decentralization. Deploying physical nodes in public institutions will decentralize the network more effectively and make the technology more relatable to the broader public.
Can you describe the current composition of the Board and the skills and experience gaps that the organization is looking to fill?
The Intersect Board has recently seen a leadership transition, with the departure of one of its members from a non-executive role to an executive position. This non-executive position has been temporarily filled by Mercy Fordwoo, serving until the upcoming board elections in October.
While the Board is composed of individuals with significant expertise in blockchain technology, business development, and governance, there remains an important gap in building relationships with governments and institutions.
As Cardano continues to seek real-world use case implementation, particularly in sectors like education and public services, it is essential to have board members with a proven track record in forging these types of partnerships. My experience in collaborating with educational institutions and governmental bodies positions me to contribute meaningfully to this area. Additionally, enhancing the Board’s knowledge of technical infrastructure and decentralized systems would be vital for ensuring Cardano's network remains robust.
Filling these gaps will allow the Board to better guide Cardano toward tangible, real-world adoption and long-term sustainability.
What are the key challenges and opportunities the MBO is currently facing?
One of the key challenges the MBO faces is ensuring the successful implementation of Cardano’s governance model, particularly CIP-1694. The process of decentralizing governance at scale requires broad community participation, which can be difficult to achieve without clear communication and strong engagement mechanisms. Balancing decentralized decision-making with efficient execution is another ongoing challenge.
At the same time, there are significant opportunities for the MBO. Real-world use case implementation remains one of the most promising areas, especially in sectors like education, public services, and identity management.
Demonstrating Cardano’s capabilities through institutional partnerships will not only validate the technology but also expand adoption. My work with universities and governments has shown that starting with academic institutions provides a scalable entry point to later apply solutions at the governmental level.
Finally, ensuring the responsible use of the treasury is critical. Allocating funds toward long-term strategic goals, while maintaining transparency and accountability, is both a challenge and an opportunity for demonstrating the sustainability of the ecosystem.
How does the MBO measure success and performance, both at the Board level and operationally?
At the Board level, the MBO measures success primarily through its ability to align with Cardano’s strategic goals. Key performance indicators include the successful implementation of governance models like CIP-1694, the development and delivery of the Cardano Roadmap, and the establishment of effective partnerships with institutions and governments. Success is also gauged by the Board’s ability to engage the community in decision-making processes, ensuring that the governance model remains decentralized and inclusive.
Operationally, the MBO evaluates performance through the impact of initiatives and projects on the broader ecosystem. Metrics such as the number of active participants in governance, the growth in developer engagement, and the successful deployment of real-world use cases, such as DApp adoption or partnerships with institutions are critical indicators. Additionally, ensuring the efficient use of treasury funds and maintaining transparency in all financial processes are key operational benchmarks.
The MBO’s success is also measured by its ability to foster innovation within the Cardano ecosystem, through hosting events, hackathons, and developer-focused activities that contribute to ecosystem growth. Finally, community feedback, both from members and external stakeholders, serves as a qualitative measure of performance, providing insights into areas of improvement and highlighting where the MBO adds value to Cardano.
What do you think is the relationship between the Board and the Executive team?
The relationship between the Board and the Executive team is rooted in strategic oversight and operational execution. The Board is responsible for setting the long-term vision and strategic goals of the organization, ensuring that the corporation’s affairs align with the broader mission of supporting Cardano’s governance and development. The Executive team, led by the President or Executive Officer, is tasked with executing these strategies and managing the day-to-day operations of the organization.
The Board provides direction and accountability, overseeing major decisions such as budget allocations, governance processes, and partnerships, while the Executive team focuses on implementation. This dynamic requires close collaboration, with the Executive team regularly reporting to the Board to ensure that operational activities are aligned with the strategic goals set by the Board.
By maintaining a clear division of responsibilities—strategic governance by the Board and operational execution by the Executive team—the organization can achieve both long-term objectives and effective daily management.
What are the key expectations for the Non-Executive Director (NED) role in terms of time commitment, specific responsibilities, and contributions to Board meetings and committees?
A Non-Executive Director (NED) plays a critical role in providing independent oversight, strategic input, and governance to the organization. While not involved in the day-to-day operations, the NED is expected to contribute meaningfully to the organization’s long-term success through guidance, expertise, and decision-making at the board level.
Key expectations include:
Time Commitment: NEDs are expected to attend all Board meetings, which typically occur quarterly, with additional meetings as needed. NEDs should also participate in relevant committees where specific expertise is required. On average, a time commitment of approximately 10-15 hours per month is expected, including meeting preparation, reading reports, and contributing to strategic discussions.
Specific Responsibilities:
The NED’s primary responsibility is to provide objective, independent advice that supports the organization’s strategic direction. This includes:
Reviewing and challenging the performance of the executive team. Ensuring that financial and operational goals are aligned with the long-term strategy.
Contributing to the Board’s collective decision-making on key governance issues such as budgets, partnerships, and compliance.
Contributions to Board Meetings and Committees: NEDs are expected to engage actively in Board discussions, bringing their independent perspective and expertise. They play a key role in monitoring risks, ensuring good governance practices, and maintaining the organization’s integrity. NEDs may also serve on specialized committees (e.g., audit, governance, or ethics), where they provide additional insights and help oversee specific aspects of the organization's operations.
The role requires a balance of strategic thinking, oversight, and collaboration with other Board members to ensure the organization fulfills its mission effectively.
What/who do you think are the MBO’s key relationships with external stakeholders, and how does the Board engage with these stakeholders?
The MBO’s key relationships with external stakeholders include a wide range of entities that are essential for advancing the organization’s mission and Cardano’s ecosystem. These stakeholders include:
Cardano Community Members and Developers: Engagement with the Cardano community is crucial for fostering innovation and maintaining a decentralized governance model. The Board works closely with developers, stake pool operators, and community leaders to ensure their participation in decision-making processes and governance initiatives, such as CIP-1694.
Educational Institutions and Research Organizations: Given Cardano's focus on academic rigor, partnerships with universities and research institutions are essential for driving forward technical development and governance research. The Board facilitates collaboration through formal agreements, such as joint research projects, hackathons, and pilot programs that showcase the practical applications of Cardano’s technology.
Governments and Regulatory Bodies: Establishing relationships with governments is critical to promote the real-world adoption of blockchain technology in public services, such as identity management and academic record-keeping. The Board plays a strategic role in engaging with policymakers and regulatory bodies to navigate legal frameworks, ensuring that Cardano’s infrastructure is both compliant and scalable.
Private Sector and Industry Partners: The Board engages with industry partners to expand Cardano’s presence in sectors such as finance, supply chain, and healthcare. Collaborating with these entities is key to demonstrating Cardano’s capacity to solve real-world problems.
International Organizations: The Board fosters relationships with organizations such as the Organization of Ibero-American States (OEI) and similar institutions to drive regional adoption and leverage Cardano’s technology for societal benefit. These partnerships offer opportunities to expand Cardano’s global footprint, particularly in areas like education and public administration.
Board Engagement:
The Board engages with these stakeholders through direct communication, formal partnerships, and active participation in governance and community events. This includes attending key conferences, forming working groups, and facilitating discussions with stakeholders to ensure alignment with the MBO’s goals. Additionally, the Board ensures that stakeholders are regularly updated on Cardano’s progress, and they actively seek input from external parties to inform strategic decisions.
By maintaining strong relationships with these key stakeholders, the MBO ensures that Cardano continues to grow as a decentralized, community-driven ecosystem with real-world applications.
What do you think is the MBO’s approach to risk management, and what are the top risks that the Board should be aware of?
The MBO’s approach to risk management should focus on proactive identification, mitigation, and continuous monitoring of risks across both operational and strategic levels. The MBO must establish a comprehensive risk management framework that aligns with its decentralized governance model, while ensuring resilience in an evolving regulatory and technological landscape.
Key aspects of the MBO’s risk management approach include: Governance and Compliance Risks: Given Cardano’s decentralized nature, maintaining compliance with global regulatory frameworks is critical. The MBO must closely monitor developments in blockchain-related laws and regulations, particularly around issues like data privacy, financial oversight, and decentralized finance (DeFi) activities. Any changes in regulation could impact the network’s ability to operate across different jurisdictions.
Decentralization and Security Risks: While decentralization is a core strength, it also poses a risk if the network becomes reliant on a small number of node operators or cloud providers. The Board should focus on strengthening physical decentralization by encouraging the deployment of more public infrastructure nodes (as discussed with the ALBA network), ensuring that control does not become concentrated in a few entities.
Technological and Development Risks: As Cardano evolves, ensuring the reliability and scalability of the platform is critical. The Board should monitor risks related to software bugs, system vulnerabilities, or delays in key upgrades, which could disrupt the network’s performance and adoption. Proper auditing of code, along with stress-testing for scalability, will be vital to managing these risks.
Community and Governance Risks: Decentralized governance inherently comes with the risk of low participation or potential misalignment between community members and strategic goals. The MBO should focus on fostering a highly engaged and informed community that actively participates in governance, such as through voting on critical issues like CIP-1694. The lack of engagement could slow decision-making or lead to governance deadlocks. Financial Risks: Ensuring that the Cardano treasury is managed responsibly is another key area of risk. Mismanagement of funds or inefficient allocation toward unsustainable projects could deplete resources, hindering long-term growth. The MBO must ensure that financial resources are allocated strategically, with clear oversight mechanisms in place to prevent misallocation or misuse.
By addressing these risks through a structured, forward-looking approach, the MBO can maintain its strategic direction while safeguarding the Cardano ecosystem against potential disruptions.
How should the MBO support Board members in their roles, including providing information, training, and resources?
The MBO should ensure that Board members are well-equipped to fulfill their governance and oversight responsibilities by providing them with the necessary information, training, and resources. Key areas of support include:
Comprehensive Information Access:
Board members should have access to timely and accurate reports on the MBO’s activities, financial performance, and key strategic initiatives. Regular updates on the progress of governance models (e.g., CIP-1694) and the overall state of the Cardano ecosystem will allow Board members to make informed decisions. Additionally, providing access to detailed documentation on ongoing projects, governance developments, and stakeholder feedback will ensure that members stay fully informed.
Training and Educational Resources:
To ensure Board members are up to date with the latest developments in blockchain technology, decentralized governance, and regulatory changes, the MBO should offer regular training sessions. These sessions can cover topics like Cardano's technical infrastructure, governance protocols, and risk management strategies. Workshops, seminars, and access to expert consultants can also help Board members remain well-versed in their roles.
Committee Support and Resources:
Board members who serve on specialized committees (e.g., audit, governance, or ethics committees) should be given access to targeted resources and data relevant to their committee’s focus. This could include detailed financial reports, risk assessments, or legal guidance, allowing members to engage meaningfully and provide informed oversight in their areas of responsibility.
Technological Tools and Platforms:
Board members should be provided with user-friendly digital platforms for communication and collaboration. This includes secure systems for document sharing, virtual meeting tools, and platforms that allow them to engage with the community and stakeholders. Ensuring the Board has real-time access to key metrics and community feedback can improve the decision-making process.
Peer Collaboration and Knowledge Sharing:
The MBO should foster an environment that encourages collaboration and knowledge sharing among Board members. This can be facilitated through regular strategic retreats, Board workshops, and collaborative forums where members can discuss issues, share insights, and learn from one another. By providing these forms of support, the MBO ensures that Board members are fully equipped to perform their roles effectively and contribute to the long-term success of the organization.
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