The co-founder of Optimism outlined a refocus of the project toward large institutional partnerships and operational consolidation.

Background and diagnosis

The team admitted it had spread resources across many initiatives, which diluted focus and left core priorities underdeveloped.

Hiring grew rapidly without a unified strategy, while the project’s native token, OP, traded near its lows amid these shifts.

Reorganization and execution

Leadership said they reorganized teams, consolidated execution under a single structure, and rebuilt engineering and corporate sales functions.

The objective is to convert previous experiments into a repeatable and scalable operational model suitable for current market realities.

«era of change»

Strategic goals

• Build the most scalable financial infrastructure for firms moving on‑chain.
• Bring companies and their assets onto the blockchain in a compliant manner.
• Improve asset performance once firms operate on‑chain.

Competitive positioning

When engaging potential corporate clients, Optimism sees competitors such as Solana, Tempo, Arbitrum, and Avalanche aiming to support business adoption.

The argument for OP Stack is its track record bringing multiple large entities on‑chain and learning practical lessons from failures.

According to leadership, experience with production deployments and Base’s growth informed the stack’s design and enterprise suitability.

Outcome and outlook

Executives expect enterprises to prefer control over their economic models, favouring independent yet interoperable networks built on shared standards.

The team positioned OP Stack as a standards‑based approach that preserves each network’s independence while enabling enterprise requirements.