I helped build Acre from pre-launch through acquisition.
Acre was a Bitcoin DeFi protocol incubated at Thesis, built around helping people put their BTC to work. I joined as a founding team member before the protocol had a public presence, and I stayed through every stage that followed: pre-launch, launch, the spin-out from Thesis, and the acquisition. My role kept expanding as the company grew, but the underlying work stayed the same. I was there to help build the systems, relationships, and trust the protocol would need to become real.
Three roles, one continuous build.
Community Manager
I joined during the Thesis incubation to build Acre's community from the ground up across Discord, X, and Telegram. I created the onboarding, moderation, and support systems, and helped establish the voice and operating standards that carried through the company's spin-out.
Community Lead
As the community grew beyond 50,000 members without paid acquisition, I hired and led a distributed team of more than fifteen people, built a support operation that ran around the clock, and helped establish the Acre Security Council as a formal part of the protocol's governance.
Head of Institutional & Ecosystem Operations
My scope expanded into institutional onboarding, ecosystem relationships, governance operations, and executive reporting. I directed the Security Council, built the reporting systems leadership used to run the business, and served as one of Acre's primary external representatives through the acquisition.
Community was the entry point. The work grew into operations.
- Community and support. I helped grow Acre's community beyond 50,000 members, with roughly 46,600 active, and built the support hub that served them around the clock with structured triage and escalation.
- Team leadership. I hired and led a distributed global team of more than fifteen people across content, design, events, moderation, and support.
- Governance. I built the operational systems and directed the Acre Security Council, a nine-member elected body operating on a 6-of-9 quorum for multisig security and protocol upgrades.
- Institutional onboarding. I created the diligence process, structured engagement, and risk and technical briefings that helped move family offices, allocators, and professional digital-asset firms from interest to participation.
- Executive reporting. I produced the weekly dashboards, monthly reviews, and quarterly reports leadership used to understand performance and make operating decisions.
- Representation. I represented Acre across conferences, podcasts, community calls, and industry conversations throughout the company's growth and acquisition.
What the work added up to.
My first startup exit.
In June 2026, Acre was acquired by Hypersurface. I had helped build and operate the protocol through every stage that came before it: incubation, spin-out, launch, growth, and acquisition.
Acre's CEO described the transaction as an infrastructure acquisition rather than an acquihire. My contribution was the operating layer around the protocol: the community, governance, institutional onboarding, reporting, and relationships that helped people understand Acre, participate in it, and rely on the systems we had built.
What building Acre taught me.
Building Acre through several stages of growth, and ultimately through an acquisition, clarified a few things I will carry into whatever comes next. Community is an operating discipline, not a marketing function. Governance and institutional confidence are earned over time through consistency, transparency, and real accountability. Extraordinary teams can carry an extraordinary amount of responsibility when the structure beneath them is sound.
I can walk into something early and unformed and help build it into something people can rely on.