Hi everyone,
After several weeks of hard work and deep discussion from the Advisory Boards, I’m proud to announce on behalf of the Livepeer Foundation, Phase 1 of the Advisory Board process: Strategic Pillars.
To recap: Advisory Boards are small groups of trusted contributors who help guide the future of the Livepeer network. They bring together people with hands-on experience to spot challenges, set priorities, and suggest actions that can move the project forward.
The goal is to create a clear, long-term plan for the Livepeer project; and then to build alignment across the ecosystem on what the near-term priorities are. We believe that involving more people in shaping strategy is key to making Livepeer stronger, more independent, and better able to grow over time.
It’s important to note that this is an early draft. The final version will be published alongside the upcoming roadmap, once the advisory board process concludes.
Executive Summary
Livepeer’s four advisory boards — Network, Growth, Governance, and Capital Markets — collaborated to define a shared long-term direction for the protocol.
Through a coordinated synthesis process led by @vengist, the boards identified the protocol’s most urgent challenges and opportunities and outlined the key priorities that will guide strategic investment and execution across the ecosystem.
After a week of cross-board collaboration and synthesis, the advisory board chairs produced:
- A long-term ambition for their domain.
- A clear set of priorities to address, deduced from highlighted challenges, risks and opportunities
- Strategic pillars to define the problem space and guide the next stage of the Advisory Board process.
Each board focused on defining where the protocol needs to go, setting direction that will shape the efforts of teams and contributors across Livepeer:
- The Network Board outlined a vision for scalable, high-performance infrastructure to power real-time AI video and unlock developer innovation.
- The Growth Board identified how Livepeer can strengthen its brand, improve the developer experience, and attract world-class builders through targeted programs and partnerships.
- The Governance Board emphasized the need for more effective upgrade processes, stronger contributor alignment, and clearer pathways to decentralization and regulatory clarity.
- The Capital Markets Board set direction for improving Livepeer’s financial resilience through sustainable tokenomics, deeper liquidity, and more proactive treasury management.
It’s important to note that these strategies are high-level and long term. Mid-to-short term tactics will be developed in the next phase of the advisory boards.
For a deeper dive into each pillar, please see below.
1. Network
Priorities
- Define a clear network vision and differentiated positioning.
- Showcase high-value vertical workloads leveraging AI-video network strengths.
- Deliver a unified & seamless developer interface into the system.
- Build a lean, scalable, performant, and flexible core network architecture.
- Enable rapid AI model integration through robust scaffolding to drive immediate network value.
2. Growth
Identified Priorities:
- The value prop of Livepeer’s network as a product is not clearly articulated and communicated
- Not a cohesive, guided experience for developers (docs, tooling, and onboarding)
- Reassert Livepeer brand as a protocol with a unique identity,
- Run programs and partnerships to attract new research, developer & founder talent.
3. Governance
Priorities:
- Optimise the centralised, slow and unclear protocol upgrade process, as reported by community.
- Strategic misalignment of SPEs leads to inefficiencies in capital allocation.
- Poor coordination between SPEs can result in ‘double work’.
- Clarity about new regulations in US around treatment of DAOs and how this impacts the Livepeer ecosystem.
4. Capital Markets
Priorities:
- Unsustainable inflation and lack of data-driven approach to utility models.
- Treasury concentration in LPT & inherent volatility risk.
- Low liquidity depth that creates inefficient market operations.
- Poor token marketing to capitalise on current attention (AI) and market opportunities (Korea).
- An untouched treasury that can be activated and directed towards our main priorities.
5. Advisory Board Overlaps
Throughout this process, a number of key overlaps in the remits of each Advisory Board were surfaced. To give greater transparency to the community, we have attempted to visualise these overlaps:
Next Phase: Tactical Objectives
With strategic pillars now in place, the next phase focuses on translating long-term direction into clear, near-term priorities.
Over the coming days, each board will develop a set of tactical objectives—concrete, actionable initiatives that can be executed over the next six months to advance their strategic pillars. These recommendations will be refined collaboratively, prioritized based on feasibility and impact, and connected to measurable outcomes.
Following that, boards will engage in a second round of review and refinement. This phase will focus on clarifying dependencies, identifying what must happen first, and flagging any recommendations better suited for future cycles. These efforts will shape how resources, funding, and contributor energy are aligned in the next phase of execution.
Finally, the Foundation will begin a full synthesis of board inputs, incorporating final recommendations into a cohesive network roadmap. This will include sequencing, coordination across domains, and early signals on capital allocation priorities.
Community CTA: Share Your Feedback
This is a first draft of these pillars. To submit a final draft in a couple of weeks, we ask for the community to give constructive feedback on these strategic pillars.
Please highlight what resonates, what needs more clarity and what you’d like to see emphasized.
All feedback will help refine the final version before it is published alongside the roadmap.
Thanks in advance for your input. On behalf of the Foundation team.
Rich, Ben, Rick, Joseph, Ven