# March 30 2026

## Attendees: 

| Name                                                 | Attendance | Role                            | Voting Seat (Y/N) |
| ---------------------------------------------------- | ---------- | ------------------------------- | ----------------- |
| [Simo Simovic](mailto:simo.simovic@intersectmbo.org) | Yes        | Secretary                       | N                 |
| Jack Briggs                                          | Yes        | Executive Director              | Y                 |
| Nick Cook                                            | Yes        | Director - Operations (Interim) | Y                 |
| Sheldon Hunt                                         | Yes        | Community Member Seat           | Y                 |
| Fred Tanaka                                          | Yes        | Community Member Seat           | Y                 |
| Kristijan Kowalsky                                   | Yes        | Community Member Seat           | Y                 |
| Jose Miguel de Gamboa                                | Yes        | Community Member Seat           | Y                 |
| Georg Link                                           | Yes        | OSC Chair                       | Y                 |
| Samuel Leathers                                      | Yes        | Product Chair                   | Y                 |
| Maureen Wepngogn                                     | Yes        | MCC Chair                       | Y                 |
| Megan Hess                                           | Yes        | CBC Chair                       | Y                 |
| Kevin Hammond                                        | Yes        | TSC Chair                       | Y                 |
| Tim Harrison                                         | No         | GMC Chair                       | Y                 |
| Nicolas Cerny                                        | Yes        | CCC Chair                       | Y                 |
| Lorenzo Bruno                                        | Yes        | Head of Product & Membership    | N                 |
| Bosko Majdanac                                       | Yes        | Secretary of TSC                | N                 |
| Abhik Nag                                            | Yes        | Secretary of MCC                | N                 |
| Lloyd Duhon                                          | Yes        | Secretary of Budget Committee   | N                 |
| Larisa Mcfarlane                                     | Yes        | Head of Ecosystem & Community   | N                 |
| Terence McCutcheon                                   | Yes        | Secretary of OSC                | N                 |
| Lara Bonasorte                                       | Yes        | Secretary of GMC                | N                 |
| Thomas Lindseth                                      | Yes        | Secretary of CCC                | <p><br></p>       |

### Additional Attendees:

Adam Rusch - Member of the Intersect Board

Nikhil Joshi - Member of the Intersect Board

Rand McHenry - Member of the Intersect Board

Ken-Erik Ølmheim - Vice Chair of Civics

Kyle Solomon - Vice Chair of Product

Udai Solanki - Vice Chair of OSC

Laura Mattiucci - Vice Chair of GMC

Sanjaya Wanigasekera Vice Chair of MCC

Matt Davis - Head of Cardano

Rosie Graham - Head of People & Org

Thiago Nunes - Observer

## Agenda:

* ED & Board opening
* Committees quarterly update
* Intersect sector leads quarterly update
* Discussion about key topics for next quarter
* Operational updates

## Discussion/Actions

### 1. Opening & Agenda

The meeting opened with attendance confirmation and quorum established, including participation from ISC members, Board representatives, sector leads, and observers. This session marked the first quarterly ISC review of 2026, structured as an extended two-hour meeting. The agenda focused on Q1 reflections from the Executive Director and Board, followed by committee and sector updates covering achievements and plans for Q2. The second half of the session was allocated for discussion and operational updates.

### 2. Executive Director & Board Update

The Executive Director reflected on Q1 as a transition from organizational setup to operational execution under real conditions, emphasizing Intersect’s role in coordinating a decentralized ecosystem under increasing complexity.

Key highlights included:

* Significant improvements in incident response capabilities, moving toward structured processes with defined roles and clearer escalation paths
* Strengthened technical coordination and upgrade readiness, including improved communication and dependency mapping across the ecosystem
* Continued scaling of the administration function, now managing a large volume of contracts, milestone tracking, and payments, with increasing focus on consistency, validation, and audit mechanisms
* Progress toward clarifying Intersect’s role as a coordination layer, balancing openness with effective execution without centralizing control

The Board emphasized its focus on enabling the Executive Director and team, improving communication with members, and continuing to refine the value proposition of Intersect membership.

### 3. ISC Update

The ISC highlighted key Q1 achievements, including:

* Approval of improvements to the committee election process
* Extension of committee terms to two years to improve continuity
* Finalization of the Chair & Vice-Chair Election Policy
* Introduction of the first version of Committee Roles & Responsibilities

All committees have developed initial budget proposals, which have been reviewed with Board input. For Q2, priorities include finalizing budgets, conducting the 2026 committee elections (applications opening), onboarding new members, and reviewing committee rewards ahead of the current cycle's end.

### 4. Committee Updates

* Product Committee reported approval of the Vision 2030 strategy and continued work on KPI refinement in collaboration with TSC. The committee launched ecosystem funding and product research efforts, including workshops in Nairobi, with the goal of translating research into real-world pilots and adoption initiatives.
* Budget Committee confirmed that both the Net Change Limit (NCL) and the 2026 Budget Process Framework have been approved. Work has progressed on tooling, process readiness, and initial budget drafts, with Q2 focused on launching the full budget process and executing it end-to-end.
* Open Source Committee (OSC) reported strong progress across multiple initiatives, including onboarding maintainers, advancing the bug bounty program, developer advocacy, and event participation. Preparations are underway for scaling programs, including accelerator initiatives and major ecosystem events.
* Technical Steering Committee (TSC) reported continued progress on hard fork preparation (Van Rossum), node upgrades, and technical coordination across the ecosystem. Additional work includes KPI development, incident analysis, and improving transparency through public communication channels. A more structured and funded work program is being prepared for the next cycle.
* Growth & Marketing Committee (GMC) reported progress on KPI development, enterprise onboarding strategy, and ecosystem engagement through external expertise. Q2 priorities include defining a unified Cardano narrative, launching enterprise positioning initiatives, and improving ecosystem visibility through digital platforms.
* Membership & Community Committee (MCC) updates reflected mixed progress. While some contributions were noted (e.g., community support and translations), concerns were raised regarding structure, delivery, and clarity of scope. Discussions are ongoing to address these challenges, including potential restructuring or refinement of the committee’s mandate.
* Civics Committee reported progress on the constitutional amendment process, including development of process definitions and tooling requirements. The committee continues to support Constitutional Committee elections in an advisory capacity and is developing governance education initiatives, including reusable workshop materials for long-term ecosystem benefit.

### 5. Organizational & Structural Update

An updated Intersect organizational structure was presented, introducing a sector-based leadership model to improve clarity, accountability, and execution. Key areas include operations, technology, product & membership, ecosystem & community, and people & compliance. The update aims to strengthen internal coordination, decision-making processes, and contract compliance as Intersect scales.

### 6. Sector Updates

* Cardano Technology Sector provided an overview of ongoing technical coordination efforts, including progress toward the Van Rossum hard fork, node upgrade sequencing (10.6 → 10.7 → 11), and integration of new Plutus capabilities. The sector highlighted continued collaboration across committees (notably Product and Civics), publication of the chain incident report, and increased transparency through public channels such as X Spaces, Discord, and working groups. Q2 priorities include completing the hard fork, advancing protocol parameter updates (e.g., cost model and memory limits), and beginning planning for the next development era.
* Product & Membership Sector highlighted progress in advancing the Vision 2030 strategy, including KPI refinement and early-stage product research efforts. Workshops and ecosystem engagement activities were conducted to gather insights from developers and stakeholders. Q2 will focus on progressing research outputs into potential pilots, improving adoption pathways, and strengthening alignment between strategy, KPIs, and execution.
* Ecosystem & Community Sector shared ongoing work on improving ecosystem coordination, communications, and community engagement. This includes supporting committees, strengthening governance participation, and enhancing outreach efforts. Continued focus remains on improving member engagement, onboarding, and ensuring clearer communication across the ecosystem.
* Operations Sector (including administration and delivery) highlighted the scale and complexity of Intersect’s administration responsibilities, including contract management, milestone tracking, and payment flows. Improvements in Q1 focused on strengthening consistency, introducing audit mechanisms, and improving operational processes. Q2 priorities include scaling these capabilities further in preparation for the upcoming budget cycle and increased workload.
* People & Compliance Sector provided updates on improvements to organizational structure, contract compliance, and internal processes. A new sector-based model has been implemented to improve clarity, accountability, and decision-making. Q2 will focus on continuing to mature internal governance, supporting teams, and ensuring operational consistency as Intersect scales.

***

### 8. Actions & Next Steps

* Finalize and submit committee and Intersect budget proposals for the 2026 cycle
* Launch and execute the 2026 committee elections
* Continue refining Intersect operational processes, particularly administration, coordination, and incident response
* Advance budget process execution, including tooling rollout and community participation
* Strengthen communication of Intersect’s role and value across the ecosystem


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