2.1 Strategic Pillar Alignment

Looking at the strategy pillars supported by DReps, which one does your proposal support or relate to the most? Read the full strategy framework and review the pillar details before selecting. Select one or more.

Available Pillars

• Pillar 1: Infrastructure & Research Excellence Keep Cardano secure, fast, and interoperable so it can host more economic activity.

• Pillar 2: Adoption & Utility Driving widespread, non-speculative utility by focusing on high-value industry verticals, superior user experience (UX), and enterprise-grade security.

• Pillar 3: Governance Cardano governance must be hard to capture, easy to use, and paced. This builds directly on Cardano’s tripartite model of DReps, Constitutional Committee, and SPOs.

• Pillar 4: Community & Ecosystem Growth Driving global engagement through a market-centric approach, cultivating a skilled developer base, and proactively demonstrating ecosystem value.

• Pillar 5: Ecosystem Sustainability & Resilience Ensuring the long-term financial health and operational integrity of the network infrastructure.

Selection

[ ] Pillar 1: Infrastructure & Research Excellence
[X] Pillar 2: Adoption & Utility
[ ] Pillar 3: Governance
[ ] Pillar 4: Community & Ecosystem Growth
[ ] Pillar 5: Ecosystem Sustainability & Resilience

2.2 Rationale for Pillar Selection

Provide a rationale about why those pillars align the most to your proposal and how your proposal supports them. Look also at the focus areas provided as examples for each pillar.

Focus on how your proposal provides value towards those pillars.

We’ll first address the semantics of the pillar descriptions and our choice of Adoption & Utility.

1. Widespread. We propose developing the means for indexing potentially hundreds of self-organising projects across a hub network, starting at the scale of an entire continent, with significant prior onboarding. As is evident in the examples provided, the emphasis on place-based incubation necessarily requires hyper-differentiation across places, requiring a high diversity of use-cases and creating highly diversified portfolios of organisations.
2. Non-speculative. The protocol proposed is entirely driven by local, participatory action and real-world demand. It is an aggregation of action-backed value signalling, as a means for distributing institutional-scale capital to network edges. Profit-sharing derives from surplus value created by real-world service delivery.
3. High-value verticals. We position this organising protocol within the Venture Development market: sector-agnostic, and potentially highly lucrative. This proposal finances the implementation of the first version of the protocol, to validate the first full-stack liquidity, as an interim step towards onboarding more institutional partners and acquiring a market share by targeting specific verticals.

Now we will proceed with rationale for our proposal.

The publishing protocol requires teams to identify an ecosystemic health indicator relevant to the context their project is a part of. This nested-systems approach derives from regenerative design. The Regenesis institute is an educational institution that has been growing the field of regenerative development and design for over 15 years (long before the word “regeneration” grew in popularity and diminished in meaning). Prisma is largely informed by this regenerative design practice, since the whole-network visibility we’re now able to evidence with Wada, today, derives from 2 years of co-design with Regenesis around the need for making visible their alumni network. The organisational patterns are the same: a non-local network of locally-grounded action. This multi-level network phenomenon generates a creative tension: how to maintain the depth of context of working on whole-systems transformation, which is unique to each place, whilst serving multiple distinct places, up to global-scale levels of complexity. Prisma as a project is an expression of the intersection between crypto and this very rigorous regenerative design practice. In that sense, this proposal is not framed as contributing to Cardano alone, but to a much larger, more-than-crypto market, launched first on Cardano and enabled at these earliest stages by the vital support of the Cardano Community.

These ecosystemic health indicators are implemented as smart contracts. We draw much of our currency thinking from the REA and Valueflows lineages, and see this as complementary to smart contract implementation. The premise is that each team, having identified the health indicators most relevant to their work, identify the exchanges and resources necessary to securely account for these flows of value (where value can be read as “contributions to ecosystemic health”). Their go-to-market journey is deeply intertwined with contract development. Three examples illuminate this point, all of which are active and ongoing projects, formed during one of our events:

1. CarPool, Ekow Harding, Ghana; event was held in May 2025. CarPool started out by identifying the gap in Accra’s mobility system. On the one hand, there’s the economically-viable but relatively unpleasant public transport. On the other hand, there’s the pleasant but relatively inaccessible and more pollutant private car ownership. They are developing a hybrid between minibus hire and carpooling, enabling employers to drastically upgrade the commute experience for their employees, thus improving their wellbeing and engagement at work. As their project has developed, they’ve noticed they are in fact developing two organisational capabilities: experience delivery; and coordination. Although they’re starting out with the commuter experience, their longer-term roadmap leverages this underlying capabilities to unlock value creation across multiple verticals within the mobility sector, in the form of regionally-informed coordination and analytics. Naturally, they are already finding further alignments in other regions, carefully navigating the differences between urban and rural contexts. Their indicator for this first stage is number of journeys, and they’ve already designed and implemented an end-to-end user experience, leveraging Cardano for identity management and governance, enabling the commuter to inform their own commute experience. Ekow has persevered through almost all the obstacles an entrepreneur learns to adapt and evolve in response to, navigating the project beyond securing its first local partnerships and toward the first delivery of services.

2. MediSure, John Nnaemeka Okojere, Nigeria; event held Oct 2025 to Feb 2026. MediSure began by identifying the trust gap at the heart of Nigeria’s pharmaceutical system. Counterfeit medicines move through a supply chain that is largely opaque, verification is manual, and patients have no reliable way to confirm what they are consuming at the point of purchase. The harm is visible and measurable: treatment failures, preventable deaths, and an erosion of confidence in healthcare delivery that compounds across communities over time. Their response was initially a technical one — a QR-based verification system to stop fake drugs at the point of use. But over the course of their work, their understanding has deepened. The root cause, they came to see, is not simply counterfeit detection. It is a systemic absence of trust across the entire supply chain, from manufacturer to regulator to patient. This reframing shifted their approach from building a product to designing a trust layer — one that fits naturally into how medicines are already bought, sold, and used across Nigeria, and that grows more valuable as adoption widens. Their indicator is what they define as Verifiable Trust in Medicine Distribution: the proportion of medicines in circulation that are provably authentic at any given time. Each verification is recorded on-chain via Cardano as a trust confirmation event, linking patient, product, and supply chain history to a single tamper-proof record — shifting the question from whether counterfeit drugs exist to how much of the ecosystem is measurably safe. As the system evolves, this indicator expands to reflect deeper health signals, including consistency between recorded supply chain movement and real-world verification, and the detection of anomalies such as duplicated or unverified products. MediSure has navigated the project through this significant evolution in perspective, finding that pharmacists, healthcare workers, and regulators are already aware of the problem and willing to engage, and building toward a healthcare ecosystem where trust is embedded by design rather than left to individual judgment.

3. Safro Connect, Kamal Aliyu, Nigeria; event held Oct 2025 to Feb 2026. Safro Connect began by identifying what they initially believed was a technology gap in Zaria’s local economy. Their first instinct was to introduce a crypto wallet to modernise and speed up payments. But during their ground research in Sabon Gari market, their understanding shifted entirely. Traders weren’t slowed down by the speed of transactions — they were stopped by the absence of trust. Deals worth hundreds of thousands of Naira were collapsing not because of infrastructure failure, but because sellers had no way to trust a remote buyer. This reframing moved them from building a faster wallet to building what they now describe as a digital conscience for the market. Their USSD-based escrow system meets traders where they already are — on the simple channels they already use — embedding the security of the blockchain without requiring smartphones or financial literacy as a prerequisite. Their indicator for this first stage is number of escrow transactions, and as those transactions accumulate, they generate something more durable: verifiable trust scores on the Cardano blockchain, transforming informal, invisible trade data into portable financial identity for unbanked traders. The vision that emerges is a regenerative one — a farmer in Zaria, protected from fraud and accumulating a record of honest trade, becomes visible to credit markets and global finance not through institutional gatekeeping, but through the integrity of their own transaction history.

These are three examples from over 110 incubated teams. We can easily selected many other examples from a vast and rich diversity of similarly strong projects - strong in their own way (self-defined values-systems). The key is the extent to which they are informed by the unique context of their local places. This distinction is being noticed. Whether from technologists in San Francisco, Cardano veterans, or community organisers in some very rural, wild and beautiful places, feedback is consistent across the board: this calibre of real-world use-case is orders of magnitude more real and alive than expected. As we mentioned above, Prisma sits at exactly this intersection of weaving the two worlds of crypto and regenerative design, which aims to rigorously maintain a living systems paradigm. This is the quality of adoption we have already been delivering with our events, and we look forward to continuing to incubate more teams leveraging Cardano in this way.

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2.3 KPI Alignment

Looking at the KPIs provided in the strategy framework, explain:

• If your proposal directly supports any of those KPIs, and how
• AND / OR propose other additions to the existing list, describe why they are relevant and how your proposal relates to them.

For each selected KPI, explain the specific actions, methods, or approaches you will use to drive meaningful impact.

Monthly Transactions and Active Users

All hinges on the success of the projects incubated. More specifically, the degree of alignment that can be attained between the projects and their contexts. Alignment, in the sense of working on nested living systems, includes product-market fit.

If successful, this proposal would implement an incubation protocol. The protocol supports three levels of an aligned organisational stack: hub-network, hubs, teams. The proposal’s contribution to Cardano’s KPIs is not linear, it is systemic. What is being funded is not a single application or user base, but an incubation protocol. This means contributions toward monthly transactions (KPI 2) and monthly active users (KPI 3) are not additive but exponential, as the system innately has second and third order dynamics.

Total Value Locked

The protocol is designed to be adopted by multiple hub-networks. We can therefore reasonably assume that some of those hub-networks will carry teams through to market validation. When that happens, the hub-network becomes a productive economy: a portfolio of contextually-aligned, revenue-generating projects. That aggregated value is what enables hub-networks to engage institutional capital sources - philanthropic funders and investors - through a financial instrument that represents the network as a whole. The specific mechanism we are developing uses revenue participation contracts, returning a share of surplus value created until a pre-defined multiple of their initial investment is repaid.

This is a separate funding stream from what is being requested from the Cardano treasury to implement the protocol. The institutional capital funds the hub-networks that run on it. The two streams, however, are deeply related, because the institutional capital flowing into hub-networks is capital flowing into projects building on Cardano. The more hub-networks that reach the point of attracting this kind of financing, and the more revenue participation contracts that are secured, the greater the volume of capital being onramped into the Cardano ecosystem, contributing directly to TVL (KPI 1).

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