Our tokenomics provide for an annual mint of 47,625,000 sonic-3:native to fund Sonic's growth. The first allocation was minted on June 18, 2025. This year, we did not mint it. We are actively working toward no longer inflating the supply of sonic-3:native. The one question still open is validator rewards, since the network needs to fund its own security, and we are working on how to do that. This decision comes in direct response to what our community and stakeholders have asked for. We will share more details as the work continues.

BSB Tokenomics a Strategic breakdown of our ecosystem find out more at Bitkub x Block Street: Vision Day @BlockSt_HQ 🧡🖤💜 . Register Now: . 📅 May 19, 2026 🕕 6 PM - 9 PM 📍 ZillaSpace, FYI Center, Bangkok . Cryptocurrency and digital tokens involve high risks; investors may lose all investment money and should study information carefully and make investments according to their own risk profile. . #Bitkub# #BitkubExchange# #BitkubxBlockStreetVisionDay# #BSB# #BlockStreet#

New $ROBA tokenomics update: 25% of all no-code platform revenue is now allocated to token buybacks & burns. Here's how it works: → Platform generates revenue from no-code robotics studio tools → 25% is used to buy $ROBA from the open market → Those tokens are permanently burned This upgrade works in tandem with ROBA's other deflationary mechanics: → Asset Marketplace: 10% of marketplace profits burned → Challenge Deposits: 10% of forfeited deposits burned → Unclaimed Challenge Rewards: 10% burned / 90% recycled after 90-day expiry The more the platform grows, the more $ROBA gets removed from supply. Forever. Build more. Earn more.

Solana’s tokenomics upgrades might get overlooked. Despite burning 50% of priority fees, heavy token issuance has kept the network's net supply expansion positive for now. "There's not actually anything being truly burnt because issuance was just so heavy." @Ian_Unsworth

In the Backpack tokenomics, we have one guiding principle. - Insiders "dumping on retail" should be impossible: no founder, executive, employee, or venture investor should receive wealth from the token until the product hits escape velocity. Of course it begs the question, what does it mean to "hit escape velocity". Every project is different, and it's impossible to generalize. For Backpack, the answer is clear: we want to IPO in the USA. Going public might happen quickly, it might happen not so quickly, and in fact, it might not happen at all. In any case, we're going for it. But before going public, we have to grow--a lot. The odd thing about Backpack's growth over the past year--and in fact one of the things that makes Backpack so different from basically every token project in crypto--is that, today, Backpack Exchange only serves about 48% of the world. We've been very slow, very intentional about opening up our product to the world, ensuring that we have every "i" dotted and ever "t" crossed as a regulated financial institution. Growth that sometimes feels like running with a parachute, but we are happy to take the long path, because it's precisely that parachute that will allow us to fly. For those that don't know us, the reason for this is simple. Backpack is trying to not only build great crypto products, but we're also trying to build great TradFi products. We're trying to not only give our users access to every crypto asset, every blockchain, and every decentralized application, but we're also getting banking rails around the world, USD client money accounts in the USA, EUR in the EU, JPY in Japan--every currency on every major payment network you can imagine. We're trying to build a great securities product, whether that's getting access to your favorite stocks in a traditional brokerage or bidding on primary shares of a company about to go public on NASDAQ. We want to serve not only retail users worldwide, but we want to serve regulated products for regulated counterparties and regulated institutions around the world. All of this takes an enormous amount of time, effort, blood, sweat, and tears. We've been working on this for over three years at this point, laying an international foundation for the company and for the product slowly but surely, brick by brick. If we're lucky, we'll spend a lifetime. What this all means is that, in the most literal sense--and I know this sounds silly--we're just getting started. We still have half the world to open up into. We still have some of our most exciting products to launch. And this leads to our next guiding principle in our tokenomics. - Liquid tokens should exclusively go to users, fueling growth triggered by key product milestones. Every time we open up a new region, every time we launch a new product, that's an opportunity to grow. Open up EU => grow. Open up Japan => grow. Open up the USA => grow. Open up predictions => grow. Open up stocks => grow. Open up card => grow. Like gasoline onto a fire, the token serves to continuously kickstart new markets in the same way points kickstarted Seasons 1-4. With every growth lever we pull, tokens unlock in a predictable way to users, bringing in a new wave of token holders, growing the community, and allowing the product to soar to new heights. The objective constraint for this to work is precise: the value of added growth created by new token unlocks must always be greater than the dilution of those unlocks. As long as that condition holds, we can continue to unlock tokens direct to our most active users, growing along the way. Last but not least is the question: Ok so if all the liquid tokens are going to users, then what about the team? How exactly do you remain incentive aligned while ensuring the team cannot unlock, dump on retail, and become enormously wealthy without building something great? And the answer is simple: not a single founder, executive, team member, or venture investor has been given a direct token allocation. The entire "team allocation" sits in a "corporate treasury", i.e. on the balance sheet of the Backpack company--locked until at least one year post IPO. The team owns equity in the company, and the company owns a large percent of the token supply. It's not until the company goes public (or has some other type of equity exit event), that the team can earn any wealth from the project. It's not until the company has access to the largest, most liquid capital markets in the world by going public--and it's not until the company has done all the hard work to earn access to those markets--that the team can reap the rewards of the value created by the Backpack community from now until then. We either go big, or we go home.

New article from @muradhem on Tokenomics. Enjoyed the interview! San Francisco-based firm Not Diamond also sells tools to cut clients’ AI bills. Its technology routes tasks from a coding agent to the AI system that will deliver the best response at the lowest possible cost. “A lot of people just default to the most powerful model for everything,” said CEO Tomás Hernando Kofman, but many tasks can be handled by lesser systems without sacrificing quality.