Before 9 AM today, I’d already had two meetings.
The pace is intense, but that’s what makes being involved in new ventures so exciting.
Every conversation opens a door—new ideas, new challenges, and a constant test of how quickly I can absorb, adapt, and apply.
Since announcing Project Monnet, the messages haven’t stopped. People from across industries reaching out, offering insights, asking the right questions, challenging my thinking. I still have a list of people I need to reach out to.
First call was key developments and messaging strategy for Deelan, a project Panos Meidanis is leading to redefine training platforms, that I’m incredibly excited to be involved in.
Two completely different worlds—one about the future of digital public spaces, the other about the future of learning—but the same lesson applies: the steepest learning curves are where the real energy is.
In the second call, Brian and I talked today about how social media doesn’t just connect people—it shapes them. How easily influenced 17-24 year-olds are running around supporting new oligarchs. How platforms don’t just reflect culture, they create it. What decentralised hosting really would mean for a platform like Monnet, how decisions now will impact the way it scales, how it’s governed, and who truly owns the conversation.
This is the beauty of being in the middle of something new.
You start by trying to solve a problem, and along the way, you realise the real challenge is learning to be hyper-focused—knowing what matters, what doesn’t, and to bring in people who are stronger where you are not.
There’s a temptation in any venture to try to do everything. To be everywhere.
But that’s not how things get built.
The best founders don’t micromanage every detail—they surround themselves with the right people, the ones who can take a vision and execute it better than they ever could alone.
On another, really meaningful note. Sven Clement recently asked me: Imagine you succeed. What happens if, in five years, Meta wants to buy you out?
It’s a good question.
One I don’t have a perfect answer to yet.
But what I do know is that real alternatives can still be built. That despite Peter Thiel’s fixation on monopolies, competition isn’t dead. That Apple wasn’t first, IBM didn’t stay dominant, and history is full of moments where something new disrupted what looked untouchable.
And history is shifting again.
The U.S. is locking in its digital dominance. A $500 billion AI investment will attempt to cement its control over the next era of technology. Trump is openly pushing to make Canada a state, reinforcing the fact that this is no longer just about trade or defense alliances—it’s about control.
About consolidating influence, about deciding who owns the future.
So where does that leave Europe?
Still debating whether we need to compete.
Still relying on platforms that don’t reflect our interests.
Still waiting.
But we don’t have time to wait.
The future of democracy is linked to digital sovereignty.
Right now, I’m in the middle of that learning curve—balancing multiple projects, solving different problems, staying focused while embracing what I don’t yet know. It’s challenging. It’s chaotic. It’s exactly where I want to be.
On to the next call. For Hootsuite, the regular work day begins, we’re building the future of social media performance. The entire #Oneteam is working on solving the biggest marketing and ROI question since the invention of social media. Perhaps even media itself.
2025, accelerating fast.
Christos Floros 