Governance design should reflect the project's business model, risk tolerance, and long-term roadmap.

If governance is a core token utility, introducing structured treasury oversight — such as proposal frameworks, spending thresholds, or multi-signature execution controls — can reinforce alignment and transparency. However, decentralizing treasury decisions too early can slow execution and create operational friction.

Treasury governance is not one-size-fits-all. The right structure depends on whether the protocol prioritizes agility, community control, or a staged path toward decentralization.

This decision should be deliberate. Treasury is strategic infrastructure, and governance over it must balance accountability with execution speed.