In this conversation, we go through the essentials of Decentralized Finance with Kerman Kohli, who is a serial entrepreneur and the writer of the DeFi Weekly newsletter. We discuss the mechanics of issuing stablecoins, decentralized lending, decentralized exchange, automated market makers, and the increasing complexity of synthetic assets that have grown the sector to nearly $7 billion in August of 2020.
Look at the difference between (1) building out the crypto asset class, and (2) operating infrastruture for a blockchain-based digital economy. There are so many little logic pot holes into which you could fall! There are so many things one could believe that make the whole thing make no sense at all! I am anchoring around two primary data points -- a Multicoin report about Binance's financial progress and its massive (though unaudited) $180 million profit in Q3 of 2019, and a post by supply chain company Centrifuge about marrying cashflow financing with the decentralized web.
Robo 1.0 success Personal Capital was acquired for nearly $1 billion by Empower, a major retirement savings manager. Softbank-backed insurtech darling Lemonade IPOed at less than $2 billion, in a successful fundraise and listing, and has since seen its market cap rise to over $4 billion. The IPO is a landmark for an insurtech industry in desperate need of successes. And PayPal announces the impending launch of crypto trading to its 325 million users. The move isn’t overly interesting in its own right, but the implications for the crypto space are worth exploring.
We look at why venture capital investors are slowing down, and the dynamics of how their portfolios work under duress. We talk about the incentives of limited partners to derisk exposure, the implication that has on cash reserves, new deals, and fundraising. We also touch on how the various Fintech themes are responding to an increase in digital interaction while seeing fundamental economic challenges. Shrewd competitors will be able to consolidate their positions and gain share during the crisis, but that will have to come from the balance sheet, not intermittent growth equity checks.
The web of investment bank technology, there are 20 or more core vendors on which systems run. Adding Blockchain to the mix merely adds a 21st system, which is by design incompatible with everything else. Thus enterprise chain projects have been focusing on integration and proofs of concepts, not re-engineering the core. But we know how this plays out -- as it has over and over again across Fintech. Digitizing "unimportant" channels and hoping for them to succeed simply doesn't work. See JP Morgan giving up on Finn, or Northern Trust capitulating its pioneering idea into Broadridge, or any other number of examples from Bloomberg to LPL Financial. Even the struggles of Digital Asset could be used as an example of the danger of working oneself into an existing web of solutions, and trying to preserve their dependencies.
