Several MNOs, including yours truly, feel Dash may be better served by removing some non-core functions from the Dash Core Group. It stands to reason that Dash will gain finer grain control of the rapidly growing team, more transparency, and accountability, if it is handled properly. We're all fans of decentralization here, and we all want to get it right. Once these responsibilities have been spun off, DCG will be forbidden from conducting them, but cooperation and coordination will be required. We don't need our separate official groups becoming cutthroat and competing for resources. So, let's hash it out and put it up for a vote. I propose here that we, as a minimum, determine just how far we want to take this idea, and once we have done so, an MNO submits a proposal to separate just one component from DCG, whether that first step is pr/marketing or bizdev, or other, and see how it goes. I also suggest we do not act further for at least 6-9 months to allow the dust to settle and develop some 'lessons learned', in case of slowly festering ripple effects which cannot be identified unless on a longer timeframe. The proposal should include a reasonable timeframe to make the transition, perhaps within three months of approval. The proposal should request 5 dash to recoup the cost. In case it doesn't pass, we can pledge to make the proposal owner whole. I hereby pledge 1 dash to whoever bites this bullet in case it doesn't pass. Further, if we get 5 pledges of one dash each, and nobody else is willing, I'll do it. I suggest our first vote is to make Marketing stand on it's own. It should be allowed to bring with it any funds already allocated to it. So, if we make marketing stand on it's own, what exactly, in reasonably defined objectives/goals, do we expect of them? Is PR separate from Marketing? Where do you draw the line between Marking and BizDev? Maybe Ryan, knowing we want to push in this direction, can help us with this so we don't shoot ourselves in the foot. I can personally guarantee not all MNOs are or ever have been a C-level executive.