The most overlooked unlock in crypto isn’t scalability; it’s cohesion. @ParticleNtwrk just unveiled what might be the final piece of the onchain puzzle: Universal Accounts. And it changes everything. 🧵 For years, we built infra: social logins, in-app wallets, account abstraction, chain-agnostic trading. But Web3 still struggled with two core adoption blocks: 1) Retail UX friction 2) Fintech’s inability to integrate crypto without custody risk That’s now changing. > Global regulation is turning favorable. > Stablecoins are flowing through Visa rails. > RWAs are becoming a serious asset class. > The demand is here. The rails are maturing. The real bottleneck wasn’t regulation or scalability, it was experience fragmentation. The ability to interact with digital assets needed to feel seamless, custodial-free, and chain-agnostic. Enter Universal Accounts. Particle’s Universal Accounts aren’t just wallets. They bundle every UX breakthrough into a single, cohesive, non-custodial layer. Think: - Web2-like experience - Onchain execution - No seed phrases - Chain-agnostic support - Infra for tokenized everything Already stress-tested with $670M+ of onchain volume via UniversalX. And now, with @Circle's backing, they’re integrating $USDC at the issuer level, chain-neutral, frictionless. If every property is tokenized, you’ll need Universal Accounts to access it. If every dollar is a stablecoin, commerce will flow through Universal Accounts. If every app uses crypto, they’ll integrate with Universal Accounts. We don’t know which blockchain will “win.” But we do know the world needs a universal access layer. And Particle is positioning to be that infrastructure. This isn’t just a new wallet. It’s a new transaction layer for RWAs, stablecoins, and digital assets, a foundational layer for the next financial system. 🔥

Today I’m stepping down as content manager for @particlentwrk. But only because the vision just got bigger. When I joined the project, we were a social logins provider with a vision to create the best in-app experience. Then, as soon as we achieved it, we set out to be the very best smart wallet provider out there… only to realize that what would really move the needle for adoption was to make chains invisible. Chain abstraction was, without a doubt, one of the big narratives of 2024. And largely because of Particle. Now that ChA is a reality, and only getting better by the day, we want to address the next big challenge: transcendence. There are two big problems in Web3; both symptoms of the tech’s previous unreadiness. 1. dApps can’t break into the mainstream and find “normie” users. 2. Mainstream apps don’t have an easy way to adopt crypto. Basically, the barrier goes both ways. BUT. Our new thesis is simple: Crypto is ready. The upcoming storm of macro breakthroughs we’ll start seeing for the ecosystem will leave us in a land where RWAs, stablecoins, and onchain trading are fully normalized. We wanted tech, and now we have it. We wanted momentum, adoption, and recognition, and now they’re all there. Now we just need to give everyone the tools to use them. And yes, they’ll be powered by Universal Accounts. As Ecosystem & Strategy Lead, I’ll be personally overseeing this transformation. Hit me up if you, too, want to be a part of it! Time to transcend, onchain.

Speaking facts: Everyone's betting on RWAs + stablecoins. But (!) few are asking how retail will actually access them. Crypto wins when users don’t see crypto. For that, we need chain abstraction infra. Universal Accounts by @ParticleNtwrk could quietly become the default layer for: • RWA access • Stablecoin payments • Seamless retail UX Just connect the dots: • The U.S. is backing stablecoin rails. • RWA platforms are onboarding at nation-state scale. • Particle has the infra to make it all retail-accessible. • Major partners are quietly showing up. (👀 CIRCLE) That's my thesis. More ↓

Particle Network = Universal Transaction Layer for RWAs, Stables and Digital assets. Transcend onchain. New Era is coming.

TRANSCENDING ONCHAIN: ANNOUNCING THE UNIVERSAL LAYER FOR RWAS, STABLECOINS & DIGITAL ASSETS The stage is set for Trillions of dollars to come into Web3. Stablecoins may hit a $3.7T supply by 2030. Onchain RWAs are projected to be worth $30T by 2034. Tokenized real‑estate points at a $380T TAM. The world is ready. Is Web3? Yes, because Universal Accounts exist. As the only solution making Web3 feel like a single ecosystem, Universal Accounts are here to stay. They’ve already cleared $670 M via @UseUniversalX, and are the only way a multi-chain, multi-Trillion asset ecosystem can find its way to the masses—whether by accelerating Web3 or upgrading Web2. So today, we’re announcing the culmination of our tech: The Universal Transaction Layer: a retail‑ready settlement rail for RWAs, stablecoins and all other digital assets. Through the next weeks, we’ll also progressively announce the partners that will aid us in this mission, starting with @Circle. With the integration of Circle Gateway, we’ll be setting the stage for stablecoin settlements to occur across chains for Universal Accounts, unlocking the entire world’s economy for anyone using Universal Accounts. When every property, dollar, or asset becomes a token, Universal Accounts become the default rails for them. Crypto is ready. Let’s transcend onchain. 📝 Read the full vision at:

It seems that public companies are treating the stablecoin narrative much like they did the metaverse back in the day. In this cycle, Circle is playing a similar role to what Roblox did during the metaverse hype—both had real users and real revenue, both captured high secondary market premiums at the peak of BTC, and both served as banner narratives of their time. That said, the stablecoin sector offers far greater demand and monetization potential compared to the metaverse. It’s clearly a more compelling space to invest in. There’s been a lot of talk around “use-case-driven” opportunities in stablecoins—but in practice, these often boil down to sales-driven and compliance-driven expansion, rather than genuine product-led growth. This makes it more difficult for startups to build uniquely compelling products in the space. For smaller teams, the more practical path likely lies on-chain—facilitating matching, building infrastructure, or selling picks and shovels. At present, it seems that listed companies are speculating on the concept of stablecoins as the concept of the metaverse at that time. Circle played the role of Roblox in this cycle. All have real income + real users, all of which have given a high premium to the secondary market at the stage of BTC's new high, and are used as a banner for the establishment of the narrative. However, the demand and monetization capacity of the stablecoin track are significantly higher than those of the metaverse track. This track is definitely worth investing in compared to the metaverse track, and the challenge is that the new opportunities for stablecoins that everyone is talking about are driven by scenarios. But I understand this more like a sales-driven + compliance-driven. It seems that stablecoin entrepreneurship itself does not have more product-driven possibilities (except that it is not a real stablecoin?). ), which is more challenging for smaller companies. Looking for opportunities on the chain, making matchmaking, and selling water should have a higher success rate for small teams.

The Web3 industry is not big enough, and screenshots of the past are often turned out. We did have disputes with some projects or KOLs, and there were some things that didn't handle them properly. However, in the current stage of sluggish market sentiment and frequent black swans, we have no intention of getting involved in any meaningless social disputes or hype. We also don't talk about the blocking of top KOL accounts, which are essentially the stuff of many builders or industry people. Focusing on construction is the only and most worthy direction at present. The Web3 industry is still not that big, so it’s not surprising to see old screenshots being brought back up. We’ve indeed had disagreements with certain projects or KOLs in the past, and some situations may not have been handled perfectly. But in the current environment—marked by weak market sentiment and frequent black swan events—we have no intention of getting involved in meaningless social disputes or digging up old drama. We also won’t use the suspension of top KOL accounts as a talking point. For many builders or KOLs, these accounts are essential tools for making a living. Staying focused on building is the only—and most worthwhile—path forward.

My first full-time job (and my only) was working for a US dollar fund in Asia, a once-brilliant (and now influential) venture fund. This fund has invested in Shanda Games, Perfect World, 58.com, etc., and has invested a large proportion in India's Paytm and other good projects, and is also the first primary market fund in Asia to achieve a single fund of 1 billion US dollars. In addition, the fund partner bought GP share from Masayoshi Son, and successfully became independent from SoftBank's sub-fund. Today's purpose is not to analyze the ups and downs of this fund, but when I happened to review this work experience two days ago, I found that I far underestimated the significance of this experience to me. The most important reason for this is that I work with a very good owner. This senior is a person who looks mean and serious, but is actually very generous and kind. I learned a lot about the principles of work, life, and dealing with people from this senior (to be precise, I understand the importance of these principles, but they have not necessarily been successfully implemented): Aspects of work: 1. Be an investor, not a venture capitalist, and don't limit yourself to the so-called venture capital model. (This has a great impact on me when I first entered the workplace, you can understand that the boss who went to work at a venture capital for two days said that the working model of venture capital is not the most effective, and you need to understand the investment itself) 2. Investments cannot be made from top to bottom, according to the catalog. Not long after I joined the company, I sorted out a lot of subdivisions that were hot in Web2 at the time, and wrote a lot of reasons why we needed to cover these topics. The context of Web3 is similar to how I took some keywords, ZK hardware acceleration, L2 interoperability solutions, RWA+Stablecoin, and so on to report to the boss. What struck me the most at the time was the idea that it is difficult to find good companies to invest in by category from top to bottom. We should focus on the bottom up, from the needs of the individual or the needs of the surrounding people, and study the individual of a good company. 3. Be patient with the target while enjoying the wait. The former boss personally invested in Zhihu, and it took nearly 10 years from the first investment to the listing of Zhihu. In the process, it is more about paying attention to the changes in business fundamentals and learning from each other with the founders. The three principles related to the above work have helped me the most from two perspectives: 1. Be more respectful of the essence of things or work, rather than starting directly from a paradigm or framework. The elementary ones inspired my understanding of first principles. 2. Trying to understand the nature of getting rich may be tantamount to holding on to the right things. Aspects of life: 1. Emphasis on family and children's education. My boss has two daughters, both of whom are extremely well educated, and the eldest daughter has just graduated from an Ivy League university. For the sake of his youngest daughter's education, the boss served as the author and co-created a children's economics picture book series with his youngest daughter, which has sold more than 2 million sets in China and should be the first in the subdivision. 2. Frugal, high-quality consumption is not in conflict with personal high-risk investment. Almost all of them travel by subway, and those who don't finish eating out will be packed, and the single investment of millions of yuan from personal angel investment will try to be paid on the same day/next day, and the low-key and high-priced way of dressing, and the love for Burgundy. These seemingly conflicting lifestyles come together. In terms of treating people: 1. Trust in young people. In the scene, this young man was me (about 23 or 24 years old). In my two years at the fund, I have made 5 terms and completed 2 investments that are fully led by me. This relatively conservative fund in the traditional Web2 space belongs to a very good speed. Naturally, my boss became my first investor when I started my business. This experience has deeply influenced my understanding of trust and leadership, and has always taught me to believe that the key to an organization's true vitality is its willingness to truly empower young people. Today, I continue that trust. We have officially appointed Particle's first COO, Ethan Francis. He is only 19 years old but has been working full-time for more than 4 years (2 of which were at Particle) He fits the traits of someone I want to work with and trust: Sincere, hardworking, professional and flexible. Particle has been established for 3 years, and it may be a very "old" project from the perspective of Crypto entrepreneurship, and by the standards of the Web3 field, my age is no longer a young founder, but just a relatively young person. But Particle will continue to evolve and the team will always be alive because we'll always stick to one principle I've learned from my former boss: betting on young people. Good luck, Ethan! -- My first (and only) full-time job was at a USD fund based in Asia — a venture fund that was once remarkably influential, though its presence has faded in recent years. It backed companies like Shanda Games, Perfect World, and and made a significant investment in Paytm in India, among other great companies. It was also one of the earliest primary-market funds in Asia to raise a $1 billion single fund. Impressively, the fund’s partners bought out their GP stake from Masayoshi Son, successfully spinning out from SoftBank’s sub-fund. Today, I’m not here to analyze the rise and fall of this fund. Rather, I recently found myself reflecting on that experience — and realized I had long underestimated how much it meant to me. The most important reason: I had the privilege of working under an exceptional boss. This mentor appeared strict — even “mean” — at first glance, but in reality, he was incredibly generous, kind, and principled. From him, I learned a great deal — not just about work, but about life, and how to treat people. (More accurately, I came to understand the importance of these principles, though I’m still learning to fully embody them.) On Work: 1. Be an investor, not just a venture capitalist. Don’t confine yourself to the venture capital playbook. For someone just starting out, this was a major mental reset. Imagine joining a VC firm, only to have your boss tell you on day two that venture capital, as a model, is far from optimal — and that to succeed, you must understand investing itself. 2. Avoid top-down, theme-based investing. Soon after I joined, I put together a detailed overview of Web2 sub-sectors that were trending at the time, explaining why we should focus on them. To give a Web3 analogy: it was like I pulled together a list of hot narratives — ZK hardware acceleration, L2 interoperability, RWA + Stablecoin — and pitched them to my boss. His response left a lasting impression: “It’s hard to find great companies by categorizing themes from the top down. You need to go bottom-up — observe real, individual needs and study standout companies one by one.” 3. Have patience with your investments — and enjoy the wait. My former boss was one of the earliest angel investors in Zhihu. From his first check to its IPO, nearly 10 years passed. But his focus throughout was on understanding how the business was evolving — and learning together with the founder. These three principles shaped the way I work. Two takeaways stand out: 1. Respect the essence of the work, instead of starting from frameworks or mental models. This was my first introduction to first-principles thinking. 2. Try to understand the nature of wealth — it may just be about holding onto the right things, intelligently and patiently. On Life: 1. A deep commitment to family and children’s education. My boss had two daughters, both of whom were exceptionally well-educated — the older had just graduated from an Ivy League university. For the younger one, he co-authored a children’s book series on economics, which went on to sell over 2 million copies in China. It became a best-seller in its category. 2. Frugality, high-quality consumption, and high-risk personal investing are not mutually exclusive. He took the subway almost everywhere. He always packed leftovers when eating out. He often wired seven-figure USD-equivalent angel checks within a day. His wardrobe was understated but refined. He had a deep love for Burgundy wine. These seemingly contradictory habits came together in surprising harmony. On People: 1. Trust in young people. At that time, I was the young person — just 23 or 24 years old. Over two years, I issued five term sheets and completed two investments that I led end-to-end. In a relatively conservative, traditional Web2 fund, that was a strong pace. Naturally, my boss became the very first investor to back me when I started my own venture. That experience shaped how I view leadership and trust. It convinced me that whether an organization has real vitality comes down to one thing: are you willing to truly empower young people? Today, I’m proud to carry that belief forward. We’re officially appointing Ethan Francis as the first Chief Operating Officer of Particle. He’s only 19 years old, but already has over four years of full-time work experience — two of which have been with Particle. Ethan embodies the qualities I look for in someone I want to work with and trust: genuine, driven, professional, and flexible. Particle has been around for three years. By crypto startup standards, we’re already a relatively “old” project. And in Web3, I may no longer be a young founder — just someone who’s still relatively young. But Particle will continue to evolve. Our team will remain dynamic and alive — because we’ll always stick to a principle I learned from my first boss: Bet on young people. Good luck, Ethan!

The main method of running is simply to keep running.

Particle Maxi