在以太坊的身份危機中，Etherealize的目標是將ETH帶到華爾街

它的本地令牌Ether（ETH）的表現不佳，並且長期建造者開始質疑該連鎖技術是否落後於

Former banker Vivek Raman founded Etherealize to bridge the gap between traditional finance and Ethereum, positioning ETH as a serious asset class.

前銀行家維維克·拉曼（Vivek Raman）創立了自動化的，以彌合傳統金融和以太坊之間的差距，將ETH定位為嚴肅的資產類別。

In this interview with CoinDesk, Raman discusses his journey into crypto, how Etherealize is marketing ETH to Wall Street, the role of the Ethereum Foundation and how banks view layer-2 rollups.

在接受Coindesk的這次採訪中，拉曼討論了他進入加密貨幣的旅程，以太坊基金會的角色以及銀行如何看待2層匯總的角色，貨幣化是如何銷售的。

This interview has been edited for brevity and clarity.

為了簡潔和清晰，對這次採訪進行了編輯。

CoinDesk: You've had all this experience in traditional finance, and you call yourself a newcomer to the Ethereum world. Walk me through how you got into crypto, what was that moment?

Coindesk：您在傳統金融方面都有所有這些經驗，您稱自己為以太坊世界的新手。引導我完成您如何進入加密貨幣，那一刻是什麼？

Raman: I was a trader at four banks, trading the most archaic, esoteric products — high-yield bonds, distressed bonds, leveraged loans and credit default swaps and stuff. These are all the backbone of the economy, but I saw how inefficient they are.

拉曼：我是四家銀行的商人，交易最古老的深奧產品 - 高收益債券，不良債券，槓桿貸款和信用違約掉期以及其他東西。這些都是經濟的骨幹，但我看到它們效率低下。

When you watch the movie Wall Street, and you see everything traded on the phone, you're like, “Oh, maybe the system's upgraded,” But it hasn't. It still trades like that.

當您觀看電影《華爾街》時，您會看到電話在電話上交易時，就像“哦，也許已經升級了系統”，但事實並非如此。它仍然是這樣的。

I saw that for 10 years. I lived it. And I'm very lucky because I built a really good network, I have all these amazing mentors, all these people that ran banks and ran desks.

我看到了十年。我住了。我很幸運，因為我建立了一個非常好的網絡，我都有所有這些了不起的導師，所有這些經營銀行和桌子的人。

But after 10 years, the technological pace of Wall Street was not evolving at all, and I was like, "Let me find something else."

但是10年後，華爾街的技術速度根本沒有發展，我當時想，“讓我找到其他東西。”

Right when I left Wall Street, I went to Austin, Texas, and I serendipitously met some of the Ethereum core developers on the research and development team. They were working on the Merge, and they taught me about Ethereum.

就在我離開華爾街時，我去了德克薩斯州的奧斯汀，我偶然地遇到了研發團隊中的一些以太坊核心開發人員。他們正在合併工作，他們教我有關以太坊的知識。

While I was on Wall Street, it was very anti-crypto because of the regulators. The "adoption moment" wasn't even close for the 10 years I was there. But when I found Ethereum, I realized that this was the answer for Wall Street.

當我在華爾街上時，由於監管機構，這是非常反克雷託的。我在那裡的十年中，“收養時刻”甚至沒有接近。但是當我找到以太坊時，我意識到這是華爾街的答案。

CoinDesk: There are different components to Etherealize, right? Where does the "marketing" part come in?

COINDESK：有不同的組件可以空靈，對嗎？ “營銷”部分在哪裡？

Raman: So it's three interrelated things.

拉曼：這是三個相互關聯的事情。

The first thing is that everyone uses Ethereum; Ethereum is the most-adopted smart contract platform. Bitcoiners just talk about bitcoins — probably because there's not much utility, so all you can do is talk about it.

首先是每個人都使用以太坊。以太坊是最具裝備的智能合同平台。比特幣人只是談論比特幣 - 可能是因為沒有太多實用程序，所以您所能做的就是談論它。

It's almost like with Ethereum, there's so much utility that no one actually talks about the ETH asset. But the asset is very important to the ecosystem; for better or worse, people use the asset as a proxy for ecosystem health. Part of the reason why I think Solana has so much of the limelight isn't because it's necessarily the best technology; it's because the token went up a lot.

幾乎就像以太坊一樣，有太多的效用，沒有人真正談論ETH資產。但是資產對生態系統非常重要。無論好壞，人們都將資產用作生態系統健康的代理。我認為Solana擁有如此多的眾人矚目的部分原因並不是因為它一定是最好的技術。這是因為令牌上升了很多。

So the first thing is to talk about ether as an asset — as a portfolio diversifier, as something that's complementary to bitcoin — and to provide that content, research and marketing to ETF issuers, to the broader public and to institutions.

因此，首先要說的是將Ether作為一種資產 - 作為投資組合多樣性，是對比特幣的補充，並將其內容，研究和營銷向ETF發行人提供給更廣泛的公眾和機構。

The second is that Ethereum is obviously a utility platform. It's this new financial internet; they call it "the operating system for the financial economy." So we teach about Ethereum as a platform and what you can do with it: You can tokenize assets. You can build layer-2 ecosystems, where banks can actually have their own networksand can customize them to bring their customers on-chain. 

第二個是以太坊顯然是一個實用平台。這是新的金融互聯網；他們稱其為“金融經濟的操作系統”。因此，我們將以太坊作為一個平台以及您可以使用的方式教授：您可以將資產引用。您可以構建第2層生態系統，銀行實際上可以擁有自己的網絡，並且可以自定義它們以將客戶帶到鏈上。

And then, third, we actually try to give a call to action. The call to action is to tokenize assets on Ethereum or build a layer 2 on Ethereum, and we're building a product suite to actually facilitate Wall Street trading on the Ethereum blockchain.

然後，第三，我們實際上試圖發出訴訟。行動呼籲是在以太坊上對資產進行標記或在以太坊上建造第2層，我們正在建立一個產品套件，以實際促進以太坊區塊鏈上的華爾街交易。

CoinDesk: Ethereum is experiencing an identity crisis. Its price is lagging far behind other cryptocurrencies, the Ethereum Foundation is undergoing a shake-up, and crypto community members are voicing their disagreements about Vitalik Buterin's central role in the ecosystem. Etherealize is coming to fruition at a moment when the ecosystem probably needs a marketing or advocacy arm. Is Wall Street the savior for Ethereum?

Coindesk：以太坊正在遇到身份危機。它的價格遠遠落後於其他加密貨幣，以太坊基金會正在進行重大調整，而加密社區成員對維塔利克·布特林在生態系統中的核心作用表達了他們的分歧。在生態系統可能需要營銷或倡導部門的那一刻，Etherealize即將實現。華爾街是以太坊的救星嗎？

Raman: I don't think it's a silver bullet. The Ethereum Foundation shouldn't have to do everything, and Vitalik shouldn't have to do everything. Research and development — and the high-level, cutting-edge strategy and roadmap to future-proof Ethereum for the next 100 years — that's Vitalik's job.

拉曼：我不認為這是銀色子彈。以太坊基金會不必做所有事情，而Vitalik不必做所有事情。研究與發展 - 未來100年的高級，尖端戰略和路線圖與未來的以太坊 - 這是Vitalik的工作。

Whose role is it to talk about these ecosystems? It's the application layer. It’s institutions like Etherealize.

談論這些生態系統是誰的角色？這是應用層。它是像空靈這樣的機構。

The problem is that once the Overton window shifted from regulatory attacks to regulatory acceptance, the other layer-1 ecosystems, which have very centralized and centrally planned companies behind them, picked up mind share and marketing market share. But ultimately, the best of the best is Vitalik — the best of the best is the EF researchers.

問題在於，一旦Overton窗口從監管攻擊轉變為監管接受，其他第1層生態系統（在其背後都有非常集中且中心計劃的公司，就可以掌握思維份額和營銷市場份額。但是最終，最好的是Vitalik - 最好的是EF研究人員。

I spent years developing this business plan, figuring out when the right time to strike was

我花了數年的時間制定了這個業務計劃，弄清楚何時合適的罷工時間是