OCP-4: Proposal for the establishment of the US$10m Open Campus Accelerator


NewCampus, an OC Alliance member, is proposing to establish and operate the Open Campus Accelerator, also known as OC-X, a program designed to onboard 100 education companies into the Open Campus ecosystem within the next 18 months. For more information about NewCampus, see “Appendix 1: About NewCampus”.

Our primary objective is to onboard and educate innovative education businesses, integrating them into the Open Campus ecosystem to train and educate them on the transformative potential of $EDU and publisher NFTs. Through OC-X, these companies will automatically gain entry to the OC Alliance, giving them access to an extensive web2 and web3 network as a source of mentorship and support.

We propose OC-X to be a cohort-based program with a structured curriculum covering topics ranging from learning about Web3 concepts to technical topics around how to integrate of $EDU and Publisher NFTs into each participant’s business. For a hypothetical case study illustrating the typical participant company profile and motivation for joining OC-X, see “Appendix 2: Example Case Study”.

We also propose to establish the OC-X Committee, composed of community members and representatives from Open Campus’ strategic partners, including Animoca Brands and NewCampus. This committee will have the responsibility and discretion to vet and select participants to OC-X.

In addition to the adoption of $EDU, we believe that the OC-X Accelerator will unlock opportunities for the Open Campus community to engage in dialogue with seasoned leaders in the education sector to discover new commercial opportunities to inform Open Campus’ future protocol development.


NewCampus has always been driven by a bold vision: democratizing business education and making it accessible to learners in emerging markets. As we continue to grow, we realize the immense potential to reshape the learning landscape and leverage technology for greater effectiveness and inclusivity.

That’s why we’re incredibly excited to spearhead the Open Campus Accelerator, a groundbreaking initiative that allows us to make a significant impact. By collaborating with the first 100 organizations, we have the opportunity to reach millions of learners, businesses, and governments, transforming the education ecosystem as we know it. At NewCampus, we thrive on pushing boundaries and exploring new frontiers, including AI and Web3, as we strive to revolutionize an industry that has been resistant to change for far too long.

We share Open Campus’ vision of a decentralized future in education and believe that it can be a platform empowering companies to solve pertinent business problems in the education sector with Web3 and blockchain technologies. However, the vast majority of education organizations today still know little about Web3 and how they can benefit from it. OC-X changes that, enabling forward-thinking education leaders to receive the training required to accelerate $EDU adoption within their organizations in actionable, meaningful ways.

We hope that through OC-X, the Open Campus community and participants will be able to explore innovative education use cases with blockchain and unlock new opportunities within the Open Campus protocol. See examples in “Appendix 3: Examples of $EDU Use Cases to be Promoted”.


Key Information

  • Total accelerator funding: US$10,000,000 in $EDU from the Ecosystem Fund, to be released from the Open Campus DAO Multisig to a wallet controlled by NewCampus at intervals, each upon the commencement of each cohort. Each tranche will release US$1,000,000 worth of $EDU to the wallet controlled by NewCampus, with the price of $EDU at the start of each cohort used to determine the precise number of $EDU released. NewCampus shall then disburse the funds to participants.
  • Program structure:
    • 6 week enterprise-focused accelerator program
    • Companies will be required to attend all training sessions according to the Program Curriculum
  • Cohort details: 10 cohorts in total, 10 companies per cohort
  • Funding model:
    • Loans of up to US$100,000 in $EDU per participant company
    • Interest rate of 3% APR
    • Principal and interest to be repaid over 12 months
    • The OC-X Committee has the right to revise the funding model from time to time as deemed necessary or appropriate based on market conditions
  • Selection process: Rolling applications to be vetted by the OC-X Committee on a monthly basis

The OC-X Committee

The OC-X Committee comprises 5 members who will adhere to the selection criteria above. The OC-X Committee is responsible for reviewing and validating OC-X applications submitted by prospective participants to ensure they satisfy the selection criteria as required.

To ensure the necessary oversight mechanisms are in place, companies selected by the OC-X Committee for each cohort must be formally ratified by the Open Campus Council before they are deemed valid.

We are nominating the following OC-X Committee for voting and approval by the DAO:

  1. Will Fan, CEO & Head of School @ NewCampus
  2. Megan Miao, Learning Experience Design Lead @ NewCampus
  3. Mohamed Ezeldin, Head of Tokenomics @ Animoca Brands
  4. Sharon Lourdes Paul, Co-founder & CEO @ HQ.xyz
  5. Open Campus Community Member, TBD and will be updated as we confirm the candidate [This is an open call!]

The Committee will convene every 6 weeks to select the next cohort of participants. In between formal meetings, committee members will communicate in an ad hoc manner as needed.

Monthly time commitment will not exceed 5 hours. Hourly rate US$100, so each committee member will get paid $500 per month. EDU token holders can submit a proposal to replace any OC-X Committee member.

Selection Criteria

The selection criteria for the OC-X accelerator prioritize several key areas that are crucial for the success and impact of the participating education companies. These criteria include:

  • Business Maturity: We seek companies that have demonstrated a proven track record of product-market fit and have achieved a certain level of maturity in their operations. This ensures that they have a solid foundation and are well-positioned for further growth.
  • Suitability for integration with $EDU: Companies that can seamlessly integrate with the $EDU token and leverage its utility within their offerings are highly desirable. This demonstrates their alignment with the Web3 vision and their readiness to embrace decentralized technologies.
  • Strong Management Team: We seek teams that not only possess relevant industry expertise but also demonstrate a commitment to contributing to the development and growth of the Open Campus ecosystem.
  • Engaged Community and Customer Base: Companies with an actively engaged community and a strong base of learners or customers are highly valued. This indicates that the company has built a loyal following and has established a meaningful connection with its target audience.
  • Strong Brand Positioning: We look for companies that have developed a strong brand position in a specific niche vertical or horizontal. This allows them to stand out in the market and have a clear value proposition for their customers.
  • Cashflow and Capital Return: Companies with a sustainable cash flow model are preferred, as they have the ability to generate revenue and return capital to the Open Campus DAO. This aligns with our goal of creating a self-sustaining ecosystem that benefits all participants.
  • Cross-Pollination Opportunities: We value companies that have the potential for collaboration and cross-pollination within the Open Campus ecosystem and future network of partners. This fosters an environment of knowledge-sharing, innovation, and mutual growth.

Training Program

NewCampus will design the curriculum and operate a training program that will take place via virtual call throughout the duration of each cohort’s 6-week acceleration period. The curriculum will be composed of live training sessions that will take place via video call as well as 1-on-1 office hours with mentors.

Attendance will be mandatory for all participants. Training sessions should take no more than 3 hours per week to avoid creating too much disruption to participants’ day-to-day business operations.

Through structured training sessions and ongoing mentorship, every participant will be tasked with integrating $EDU into their products and services, culminating in a final Demo Day during Week 6.

Here is a brief summary of the program curriculum:

  • Week 1 - Introduction to Web3 and OC

  • Week 2 - Building Blocks of the OC Ecosystem: Deep dive into the infrastructure and components of Open Campus

  • Week 3 - Tokenomics and Tokenization Strategies: Exploring tokenomics and its relevance to edtech

  • Week 4 - Regulatory and Compliance Challenges: Examining the regulatory landscape and compliance considerations for Web3 and crypto-based solutions in education

  • Week 5 - Implementing $EDU: Practical guidance on integrating $EDU as a payment and reward mechanism in edtech platforms

  • Week 6 - Demo Day: Preparing startups for the final demo day and Open Campus pitch session

For the detailed curriculum, see “Appendix 4: Sample Program Curriculum”.

Partners & Advisors to OC-X

NewCampus has also secured commitments from its extensive network of influential business leaders across a diverse range of sectors (see “Appendix 6: Partners and Advisors”) to be partners and advisors to OC-X, creating the foundation for OC-X to be a driving force for blockchain and Web3 adoption in the education sector.


Stage 0 - Pilot

  • Recruit and onboard 10 early stage edtech companies that have a customer base overlap, aligning their interests and goals with the Open Campus ecosystem.
  • Launch a 6-week program designed to support and accelerate the growth of these edtech companies, with the ultimate aim of investing in and onboarding them onto the $EDU ecosystem.
  • Implement a comprehensive evaluation process to collect data, results, and feedback from the participating companies, assessing their progress and potential for success within the $EDU ecosystem.
  • Propose reinvestment into the most promising companies based on their performance, impact, and alignment with the goals of the Open Campus ecosystem.

Stage 1 - Accelerator Program

  • Recruit and launch a series of cohorts to effectively onboard the Open Campus portfolio into the $EDU ecosystem, ensuring a seamless integration and optimal engagement. Targeting ten cohorts with an average of 10 edtech and future of work startups.
  • Distribute the cohorts across diverse education segments, including K-12, workforce upskilling, and education infrastructure, to cater to the specific needs and demands of each sector.
  • Tailor the cohort programs to address the unique challenges and requirements of each segment, offering comprehensive support and guidance to foster the success of participants while actively nurturing valuable industry connections and collaborations.

Stage 2 - Learner Impact Assessment

  • Develop a comprehensive dashboard to assess learner impact reports, providing insights into the effectiveness and outcomes of the learning experiences within the $EDU ecosystem.
  • Establish a robust infrastructure to track and analyze learner, client, and buyer spending on $EDU, enabling transparent and data-driven decision-making.
  • Utilize advanced analytics and reporting tools to gain valuable insights into learner engagement, client utilization, and buyer behavior within the $EDU ecosystem, empowering continuous improvement and informed strategic planning.

Stage 3 - Accreditation

  • Collaborate with the participating companies to establish and promote the Open Campus decentralized university brand, leveraging their programs as valuable components of the ecosystem.
  • Facilitate the embedding of the companies’ educational programs under the Open Campus university license, ensuring alignment with the platform’s quality standards and academic framework.
  • Encourage active participation and engagement from learners, teachers, clients, investors, philanthropists, and corporates within the Open Campus ecosystem, fostering a sense of community and shared purpose.

Working with education companies and integrating Web3 technologies enables us to create value and collect valuable data insights in the following ways:


Operational Expenses: We estimate that the total operational expenses to administer each cohort will be US$115,000, comprising the initial setup fee (market research, program design, curation of companies, PR and marketing). See “Appendix 5: Investment Breakdown” for a more detailed breakdown of expenses.

Management Fee: As the operator of the accelerator program, NewCampus will charge a management fee of US$150,000 per cohort, to be released from the DAO Multisig, subject to the following schedule:

  • US$120,000 released immediately to NewCampus upon completion of each cohort and
  • US$30,000 to be released upon companies in each respective cohort achieving certain Key Performance Indicators(s) to be determined on a case by case basis by the OC-X Committee.


The specific details, such as funding amount, key milestones, and corresponding funding for each milestone, will be collaboratively determined and discussed between the DAO Administrator and the successful applicants to ensure accelerated companies are held accountable to deliver on their commitments with regards to Open Campus and $EDU integration.


The goal of the proposal is to secure approval for the allocation of US$10 million over 24 months for the accelerator and identify and approve the initial 5 OC-X Committee members responsible for overseeing the accelerator operations.

Appendix 1: About NewCampus

NewCampus has established a thriving ecosystem by forging strategic partnerships and investments in the edtech industry.

As an investor in the prestigious Transcend Network, they support over 100 early-stage startups, contributing to the global edtech fellowship. Additionally, NewCampus serves as a strategic partner to SuperCharger, a prominent edtech accelerator that facilitates connections between Asia and the rest of the world. Together, they have collaborated on launching a university license, showcasing their commitment to driving educational innovation.

NewCampus is an investee from 500 Startups and SOSV, granting them access to a vast network of over 500 global edtech companies. Furthermore, their partnerships with governments of Singapore, Dubai, and Malta provide valuable access to education infrastructure and funding opportunities, solidifying their position as an influential player in the edtech ecosystem.

Appendix 2: Zopim Education - Case study

About Zopim Education

Zopim Education, a coding bootcamp in Malaysia with a successful track record of working with students, corporate partners, and the government, found itself at a crucial growth juncture. Despite being profitable, the founder, Daniel Chan, recognized the need for capital, growth expertise, and a robust network to navigate the challenges of a tough business environment.

Joining Open Campus proved to be a game-changer for Daniel and Zopim Education. Through the 6-week program, Daniel gained access to a community of like-minded founders facing similar growth hurdles. This network became an invaluable resource for sharing ideas, collaborating on product development, and generating customer referrals.

As part of the Open Campus ecosystem, Daniel explored innovative technology solutions to enhance Zopim Education’s operations. Back-office payroll management systems streamlined administrative processes, freeing up time for Daniel to focus on strategic growth initiatives. Additionally, integrating $EDU rewards into the learning experience added value for students and fostered loyalty.

Open Campus also facilitated the implementation of a university accreditation for Zopim Education. This prestigious credential increased the perceived value of the coding bootcamp, attracting more students and solidifying its reputation as a leading education provider.

The financial support offered through $EDU further fueled Zopim Education’s growth. Daniel secured a $100,000 loan through the Open Campus financing scheme, enabling the expansion of the business into Vietnam. With diligent execution and doubling the business’s size within 12 months, Zopim Education successfully repaid the loan in full, showcasing the impact of alternative financing options.

Beyond the tangible benefits, Daniel found a sense of fulfillment in being part of the wider Open Campus ecosystem. As a solo founder, he no longer felt isolated but rather connected with a supportive community and a strong brand.

Through its partnership with Open Campus, Zopim Education transformed from a profitable coding bootcamp to a growth-driven education company. The strategic guidance, network connections, technological solutions, and financing opportunities provided by Open Campus empowered Zopim Education to achieve significant expansion, solidify its market position, and ultimately fulfill its growth aspirations.

Motivation for Zopim to join OC-X

Access to a Global Network: Participating companies gain access to a diverse and extensive network of educators, learners, mentors, and industry leaders. This provides valuable opportunities for collaboration, partnerships, and knowledge-sharing, enhancing their reach and visibility in the education ecosystem.

Support in Sales, Marketing, and Operations: OC-X offers guidance and support in areas such as sales, marketing, and operations. This helps companies refine their strategies, optimize their processes, and scale their business more effectively, ultimately driving revenue growth and operational efficiency.

Leveraging Borrowed Liquidity: Companies joining OC-X can leverage borrowed liquidity from the foundation. This enables them to access additional resources and capital, facilitating their growth and expansion plans.

Access to Open Campus’ University Credential: Participating companies have the opportunity to embed Open Campus’ university credential into their curriculum. This adds credibility and recognition to their educational offerings, attracting more learners and enhancing the value proposition of their programs.

Alumni Management and Support Network: Companies benefit from being part of the OC-X alumni network, which provides ongoing support, mentorship, and networking opportunities. This network of like-minded peers and successful alumni fosters a sense of community and collaboration, enabling companies to learn from each other’s experiences and continue their growth journey even after the accelerator program.

Appendix 3: Examples of $EDU Use Cases to be Promoted

By combining Web3 technologies with education, we can unlock new levels of efficiency, transparency, and personalization, ultimately improving the educational experience for both businesses and learners while enabling data-driven insights and enhancing the value of credentials.

Secure and Verified Credentials: Education companies can leverage $EDU to issue and store tamper-proof, verifiable digital credentials. This ensures the authenticity and integrity of certificates, degrees, and other educational achievements, making it easier for employers and academic institutions to validate individuals’ qualifications.

Example: Zopim Education has successfully integrated $EDU, allowing all 2,500 graduates to securely store and verify their coding certificates as NFTs on the blockchain.

Transparent Learning Records: By recording learning activities and achievements on $EDU, education companies can provide learners with a transparent and immutable record of their educational journey. This allows individuals to showcase their skills and accomplishments to potential employers or educational institutions, enhancing their career prospects and opening doors to new opportunities.

Example: Students enrolled in the Python 101 program have the ability to securely record and showcase their portfolio, skill badges, and feedback received from instructors using a transparent and immutable system.

Tokenized Rewards and Incentives: Implementing $EDU enables education companies to create tokenized rewards and incentives for learners. These tokens can be used as a form of recognition or motivation, encouraging students to actively engage in the learning process, complete courses, and achieve desired outcomes. Learners can then exchange these tokens for additional educational resources, discounts, or even transfer them to other participants within the ecosystem.

Example: Throughout the 6-week coding bootcamp at Zopim Education, students are motivated and evaluated using learn-to-earn mechanisms, allowing them to earn incentives that can be reinvested into other courses within the Open Campus ecosystem.

Efficient Payment and Financial Transactions: Education companies can leverage $EDU for seamless and secure payment processing. By accepting $EDU tokens as a means of payment, companies can streamline financial transactions, reduce transaction costs, and eliminate intermediaries. This benefits both B2B transactions, such as partnerships with other education providers, and B2C transactions, making the payment process more convenient for learners.

Example: Daniel streamlines payment processes for his diverse student base, particularly those located in countries prone to currency fluctuations, reducing friction and ensuring a smoother financial experience.

Collaborative Learning and Content Creation: $EDU can facilitate collaborative learning and content creation among education companies and their learners. This enables the creation of comprehensive learning materials, innovative teaching methodologies, and cross-pollination of ideas, ultimately enhancing the learning experience for all stakeholders involved.

Example: Daniel collaborates closely with advisors, mentors, and instructors, ensuring his curriculum stays current and relevant. As a token of appreciation, these contributors are incentivized with micro-payments in $EDU tokens and awarded a unique contributor NFT.

Appendix 4: Sample Program Curriculum

Week 1: Introduction to Web3 and $EDU Ecosystem

  • Overview of Web3 technology and its applications in the education sector
  • Introduction to the $EDU ecosystem and its benefits for edtech startups
  • Understanding the potential of blockchain, smart contracts, and decentralized finance (DeFi) in transforming education

Week 2: Building Blocks of the $EDU Web3 Ecosystem

  • Deep dive into the infrastructure and components of the $EDU Web3 ecosystem
  • Exploring the role of tokens, wallets, and decentralized exchanges (DEX) in the ecosystem
  • Understanding the integration of Web3 technologies into edtech platforms and services

Week 3: Tokenomics and Tokenization Strategies

  • Exploring tokenomics and its relevance to edtech startups
  • Understanding tokenization strategies and their impact on the value proposition of edtech products and services
  • Evaluating different approaches to token distribution, governance, and incentives within the $EDU ecosystem

Week 4: Navigating Regulatory and Compliance Challenges

  • Examining the regulatory landscape and compliance considerations for Web3 and crypto-based solutions in education
  • Understanding the legal and regulatory frameworks related to token offerings, securities, and data privacy
  • Developing strategies to navigate regulatory challenges and ensure compliance in the edtech sector

Week 5: Implementing $EDU in Edtech Solutions

  • Practical guidance on integrating $EDU as a payment and reward mechanism in edtech platforms
  • Exploring use cases for $EDU tokens, such as credentialing, micro-credentials, and learner incentives
  • Designing user-friendly experiences for learners, teachers, and clients within the $EDU Web3 ecosystem

Week 6: Demo Day

  • Preparing startups for the final demo day and Open Campus pitch session
  • Refining value propositions and business models aligned with the $EDU ecosystem
  • Presenting the edtech startups’ progress in terms of $EDU adoption and showcasing their potential for growth within the Web3 ecosystem
  • Community will play a crucial role by actively participating in providing feedback on the edtech startups’ pitches

Note: This is a sample curriculum and can be customized based on the specific needs and goals of the early stage edtech accelerator program powered by OC-X.

Appendix 5: Investment Breakdown (US$)

Each company $100,000 $100,000 $100,000
Average companies per cohort 10 10 10
Total cohorts 1 3 10
Total companies 10 30 100
Total Issued $1,000,000 $3,000,000 $10,000,000
Programming, service, support fee 15% 15% 15%
Program fees** $150,000 $450,000 $1,500,000
Initial setup fee $100,000 $100,000 $100,000
Marketing (PR, content) $15,000 $30,000 $45,000
Total $edu investment $1,115,000 $3,130,000 $10,145,000

** Program fees will cover NewCampus’ expenses and service for the following:

1. Successfully recruit companies
2. Market accelerator and build pipeline (PR, paid campaigns, content marketing)
3. Conduct due diligence of companies
4. Onboard companies into accelerator

1. Design accelerator program (curriculum, interaction, user experience)
2. Host concurrent 6-week cohorts
3. Assign key accounts team to review company progress, assess student and business impact
4. Actively report and update Open Campus Foundation and community

1. 6-month follow-up and active check-in with companies to ensure consistent engagement with Open Campus
2. Post-program review with Open Campus and community to continue refining the accelerator
3. Post-program marketing and promotion to increase visibility of Open Campus ecosystem

Payroll for new key hires

  • Director
  • Program Designer
  • Program Manager
  • Content Researcher
  • Technical Specialist
  • Alumni Support
  • Junior Marketer
  • Cohort Facilitator

Appendix 6: Ecosystem Partners, Advisors, Collaborators, Instructors

Will Fan

Will Fan is the CEO and Head of School at NewCampus, bringing over nine years of experience in the education sector. Previously, he founded QLC, a business that scaled virtual internship programs to over 40 top universities, providing 15,000 students with accredited six-week experiences. At NewCampus, he led the organization’s growth from inception to becoming the market leader in management training for tech companies in Southeast Asia, focusing on sales flywheels, and forming strategic partnerships.

Will’s expertise extends beyond work, as he contributes to publications like Forbes and Entrepreneur, discussing the future of leadership in Asia, Web3 projects, and emerging entrepreneurs. Additionally, he runs a crypto alpha group with participants from leading organizations such as Binance, Memeland, and Animoca.

Yu-Chuang Kuek

Yu-Chuang Kuek is a versatile professional with leadership experience at Netflix, Yahoo, and IQIYI. He served as a diplomat for the Singapore Government, fostering international relationships for global trade. As an investor in Web2 and Web3 businesses, he brings valuable insights to entrepreneurial ventures. Yu-Chuang also contributes to education as a Board member for the Singapore Ministry of Education, focusing on language and bilingualism. His diverse background spans media, diplomacy, investment, and education, making him a valuable asset in multiple domains.

Momo Estrella

Momo Estrella, with over 20 years of experience, currently works at IKEA in China, collaborating with a diverse team to create human-centered solutions for Chinese consumers. As a member of the digital leadership team in China and the global leadership team for digital experience, Momo plays a pivotal role in scaling innovative solutions within the company. Outside of work, Momo occasionally lectures at universities and serves as a career coach to support aspiring individuals.

Jane Guo

Jane Guo is a seasoned professional with 14 years of experience in blending creative storytelling and rigorous analytics. As a data artist, she has mastered the art of uncovering meaningful stories beyond data. Currently, Jane leads the Analytics & Insights function at Group ONE Holdings, a rapidly growing unicorn startup specializing in sports and gaming in Asia. With a team of passionate data analysts and market researchers, she guides strategy development, B2B and D2C revenue growth, and sparks partnerships with world-class entertainment brands. Jane’s previous experience at The Walt Disney Company driving consumer and business insights in North Asia adds to her impressive portfolio.

Susan Chen

Dr. Susan Chen is a seasoned professional and Director of People at Riot, leading teams across the Asia Pacific region. She is an angel investor in edtech and future of work startups, an accomplished author, and a former Global Head of Leadership and Talent at Gojek. With a rich background in people development roles at AIG, Accenture, and Autogrill, Dr. Chen brings a wealth of expertise and a passion for reshaping talent management and leadership practices in the modern workplace.

Chris Tran

Chris Tran is a survivor of the Nepal earthquake and a seasoned traveler, having lived in various countries. He’s launched video games, organized esports events, and managed digital advertising agencies. Now a life coach, Chris aims to empower others in business, confidence, and relationships. As the former Head of Esports at Riot Games, Southeast Asia, his experience includes creating Vietnam’s first esports stadium and leading League of Legends events to millions of users in the region. With over 20 years in global consulting and marketing, Chris’s influence extends to gaming, marketing, and personal development.

Malcolm Ong

Malcolm Ong is a dynamic leader and innovator with an impressive track record across multiple industries. Currently the Co-founder & CPO of Terminal 3, a Web3 user data platform, he has been at the forefront of pioneering initiatives. Previously, Malcolm served as the Head of Product at the South China Morning Post, where he led strategic product initiatives that advanced global news media. His journey includes roles as Product & Growth Manager at Lyft, Venture Partner and Entrepreneur-in-Residence at 500 Global, Co-founder & CTO of Skillshare, and Product Lead at OMGPOP.

Sharon Lourdes Paul

Sharon Lourdes Paul, the CEO and Co-Founder of HQ, is an accomplished entrepreneur with a strong passion for payments and digital infrastructure. She has an impressive career history, including roles at StraitsX, FAZZ Financial Group, and Xfers. Notably, as a Founding Member at StraitsX, she was instrumental in establishing it as a prominent payments infrastructure for digital assets in Southeast Asia. Her leadership at Xfers, where she headed payments and led expansion efforts across the region, showcased her strategic acumen. Currently, Sharon’s focus is on propelling HQ to the forefront of the global digital asset platform landscape.

Mike Michalec

Mike Michalec is a prominent figure in the EdTech industry, known for his deep knowledge and expertise in the Asian education landscape. As the founder and CEO of EdTechAsia, he has been instrumental in driving innovation and fostering collaboration within the sector. With a keen understanding of the unique challenges and opportunities in the Asian education market, Mike has successfully led numerous initiatives aimed at transforming education through technology.

Ray Chan

Ray Chan is a prominent figure in the digital entertainment industry, currently serving as the CEO of both 9gag and Memeland. With a deep understanding of online communities and viral content, he has played a pivotal role in the success and growth of these platforms. Under his leadership, 9gag has become one of the most popular and influential online platforms for sharing humorous and engaging content. Ray’s expertise in understanding the dynamics of internet culture and his ability to connect with global audiences have propelled both 9gag and Memeland to the forefront of the digital entertainment landscape.

Transcend Network

Transcend Network is a global edtech fellowship and a catalyst for innovation in education technology. With over 80 edtech startups in their portfolio, they provide comprehensive support to early-stage ventures. Through a network of mentors, experts, and funding opportunities, Transcend Network empowers startups to accelerate their growth and make a positive impact in education. By fostering collaboration and knowledge sharing, they drive breakthrough ideas and develop cutting-edge solutions for learners and educators worldwide.

SuperCharger Ventures

SuperCharger Ventures is a leading global edtech accelerator that bridges the gap between Asia and the rest of the world. With a portfolio of over 70 edtech companies, they have established themselves as a driving force in the industry. Their mission is to empower and propel the growth of these startups by providing a comprehensive support system that includes mentorship, access to a vast network of industry experts, and strategic partnerships. Through their proven accelerator program, SuperCharger Ventures helps startups refine their business models, accelerate their market entry, and secure investments for scaling.


Love the idea, I volunteer to join the Committee - Luffy :slight_smile:

1 Like

Absolutely, would welcome your involvement. We’ll be organising interviews shortly, stay tuned✌🏽

1 Like

GM, Will :sunglasses:. First of all, I’d like to commend you on a very well written proposal. Also, I would encourage you to connect with the community on multiple occasions to discuss the inner workings of this proposal. Transparency and understanding should be key in all our endeavors.

In order for EDU to thrive and become the token of Web3 education, additional use cases for EDU will be beneficial and crucial. Creating a self sustaining ecosystem could be a costly initial investment but long term, could be a key to success. I like the concept, but have a few questions and a suggestion or two.

  1. Currently 10,000,000 is 2-4% of the DAO’s treasury, given the market conditions and general nature of Web3, let’s look at possible negative scenarios. If the price were to decline, the percentage of the treasury being utilized would increase. Considering we are looking at a 2 year release, would it be prudent to at least convert NewCampus funding initially? I’m not a tokenomics guru, but in order to mitigate risk if approved, should a larger percentage of the EDU be converted?

  2. Do you consider this to be a self sustaining ecosystem funded by the interest paid on the loans? In 2 years, will the goal be to continue funding EDU ecosystem growth sustainably in a similar manner?

  3. Will companies be required to integrate EDU into their ecosystem in order to access this funding?

and finally a suggestion… Time to open up this idea to discussion and really help the broader community understand the OCP, not everyone hangs out in the forums. I hope to hear you discuss the OCP in the near future. A more detailed breakdown of where funding heads after loan completion and the longterm vision beyond the 100 initial companies would be helpful to see the vision. This breakdown could include the interest received per successfully repaid loan to show the sustainability and long view.

Thanks again for your time, energy, and dedication to the expansion of the EDU ecosystem.


I really appreciate your feedback, and I’m genuinely excited to work on refining our strategy with this level of detail. To give you some transparency, I’ve been collaborating with the Animoca team over the past two months, closely reviewing the long-term strategy of the Open Campus ecosystem and pinpointing where this lending-accelerator model can truly make an impact.

Firstly, my goal with OC-X is to bring strong education brands into our ecosystem, using it as a stepping stone. Drawing from my experience building 2 education startups almost 10 years and joining six different accelerators in between – some government, corporate, and VC-run – I believe we can adapt valuable lessons for a seamless onboarding strategy for outstanding founders and their learner communities.

Regarding the $10 million request, there will be multiple checkpoints with the treasury. These checkpoints are set after the first cohort and the fourth cohort. This approach ensures that the accelerator repayment model demonstrates self-sustainability and that both companies and learners are actively embracing components of the ecosystem.

As for deployment, I’m collaborating with Mo, who leads Tokenomics at Animoca, to ensure that this $10 million allocation doesn’t hinder other initiatives within the foundation. I’ve received reassurances that this amount is viable, and when you take a broader view – envisioning around 100 genuine education companies entering and adopting the $EDU ecosystem – it becomes a solid entry point. I’ll also working with them on risk management on whether we should be doing the complete drawdown now, or in partition.

Looking forward, I envision the cohorts of companies not just returning the capital but generating revenue for the Open Campus protocol, thereby rewarding both holders of backpacks and $EDU tokens. Having spoken with over 30 companies already, with annual revenues ranging from $250k to $1 million, my aim is to offer them value through infrastructure, ecosystem support, and content assistance. This, in turn, should create new revenue streams that flow back into Open Campus.

Collaboration with the OC Council is ongoing, as we plan future pre- and post-accelerator initiatives that can further bolster the growth potential of this model. More details on this will be coming your way soon.

Absolutely, I anticipate companies integrating $EDU into their existing business models. From conversations with around two dozen founders in the past month, there seems to be a clear path for both B2C and B2B businesses. The goal is to seamlessly integrate, rather than shoehorn $EDU into their processes. This allows the accelerator to have a long term approach to create impact for both education businesses and the learners they serve.

While the interest earned isn’t the most significant benefit for Open Campus, I believe it’s a competitive aspect against banks and traditional edtech financing providers. The real value lies in the new product lines that we will develop – similar to PNFTs – which will eventually generate revenue back into the ecosystem, creating a self-sustaining loop.

I’ll take this to Discord and Twitter as well MocaverseChief, great questions!


The proposal is definitely a Yes from me.


Thanks Fullman for your support!

Hi everyone. I know the voting is already ongoing but anyway I wanted to contribute by leaving my reply here after reading and finally translating the proposal into Spanish. I am missing some of the Appendixes but I wanted to already leave this in my mother tongue for future reference.

I believe the proposal is a game changer for the ultimate objective of bringing education to a whole new level by onboarding companies that can help spread the word and become the first adopters and “testers” of the OC protocol and all its benefits.

After reading MocaverseChief’s comment on the proposal I noticed I wasn’t the only one with the question of the amount of funds from the Treasury being allocated to this project.

However, by reading your response, Will, I am confident that you have the knowledge, experience and precise network of edtech startups and businesses that will be participating in this first Accelerator program, as well as their capacity of paying back the funds given to them in order to get the OC protocol, and the virtuous circle going.

My questions are:

  1. The proposal is already being voted. I know that MocaChief was officially announced on the Discord community news channel, but would be great to also include him officially in the complete proposal exposed here in the forum. That way no one will miss it.

  2. The program/managing fees that NewCampus will receive per cohort is all laid out in the appendix. However, I wanted to ask if this allocation of funds will also return to the DAO Treasury at some point? Are these funds an investment that the Holders will make in NewCampus as the manager for OC-X or is there a specific course of action for those funds to return to the project?

  3. The vote of OC-4 is mainly to approve of NewCampus, and the committee. But is there a way for us to also check out the education projects/businesses that will participate in the cohorts? I am particularly interested in knowing the multiplicity of educational programs that will qualify (if it’s Web3 education, EduFi, K-12, IT startups teaching code, for example).

  4. How can we generate more holder engagement in order to participate more actively in this process? I believe that besides the Global Educator’s Fund, which is amazing, this initiative is key. I am aware that all the necessary measures are being taken in order to bring holder participation, but I would like to propose a monthly or bi-monthly student lounge gathering with the community in order to discuss and get to know more about each company.

  5. Will there be a place either in the forum website or the open campus website to get to know more about the companies so we can later discuss them? I would love to see their LinkedIn pages, social network accounts, official site, etc.

This is my contribution to the great OCP-4. Building and growing together is definitely the way.

1 Like

Thanks for your suggestion!

While the proposal is already in the voting phase, I’ll look into the possibility of making amendments to this proposal about MocaverseChief’s role within the complete proposal. It’s important to keep things consistent for future proposals too i.e. is it best practice to edit a proposal once it’s already going through approval.

Absolutely, the OC-X model is designed with self-sustainability in mind. I anticipate the full $10 million to be eventually repaid with interest, along with new revenue streams. This could involve co-created product lines with participating companies, investments raised through various channels, and additional offerings like credentials. Here’s a high-level ROI breakdown for each cohort to give you an idea of the financial dynamics.

You’re right on track. Committee members will play a strategic role, but the input of stakeholders like yourself will be invaluable. Once the DAO is approved, expect regular live sessions, monthly updates, and informal hangouts to engage in conversations about the participating companies and how they fit into the Open Campus ecosystem.

Your enthusiasm for active involvement is exactly what we need for the protocol to be successful! As we kick off the accelerator, we’ll discover the rhythm and engagement level that works best for the community. Your feedback will be crucial in shaping this aspect.

Transparency and communication are paramount. We’re pioneering something new, but effective communication practices remain key. You can look forward to more social communications about the companies, committee strategic directions, and how the OC-X program evolves over time.

Thank you for your valuable input, and I’m so thrilled to collaborate closely in the upcoming months. Moving forward!


Duly noted. Thanks for the swift answer. I am here to offer my contributions in the hopes that some of them will bring more value to this project.

I didn’t know that the proposal could not be edited, but if possible, it would be a good idea to have the member of the community slot in the committee with the name of the person that was chosen for the role.

Two more days of voting and things are looking bright.

1 Like

So excited! Think of this as a stepping stone for us to move forward, there will be more initiatives over the next few weeks that OC is cooking up, can’t wait to bring you in.