Could you explain how IoDF came about, expanding on the frustrations you encountered setting up your company?
We built IoDF to revolutionize the fashion landscape, fostering democracy, sustainability, and innovation. Our goal was to forge a platform that wields technology as a democratic tool for transformative change. An ecosystem that breaks traditional barriers, allowing real-time co-creation, equity-sharing, and sustainable practices to thrive for brands, creators, and users. IoDF envisions fashion not just as garments but as a dynamic conduit of self-expression and empowerment within a space that is built on binary constructs. This irl x url fashion space was a natural progression for myself and Catty, stemming from our deep-rooted commitment to innovation, creativity, and inclusivity. With my background working in fashion tech, with blue chip companies driving innovation and experiences, coupled with Catty's pioneering work in the digital fashion realm, we saw a bright future together. A future that no one had built, one that embraced community for everyone beyond biases, seasons and realities, incorporating abundant storytelling opportunities. We encountered so many push-backs, as two strong individuals who were not cis white men meant we had to shout to be heard, be harder, more researched and ready for push-backs. As the semantics of fashion changed due to events like COVID we knew we had to work hard. Our platform, which we are now building, is that space in real-time, enabling co-creation, equity-sharing, and sustainable practices.
What are the biggest challenges, boundaries and limitations when it comes to approaching - and placing - brands in the Metaverse?
To be able to buy trade, sell your assets with no middle man and to exit the horror of the attention economy. Currently tech companies deal on a ratio or a user spending 95% of time and 2% spend within that time so the attention economy trap is the economic drive. The customer becomes the product. Harvesting our attention (time and data) is now an integral part of the revenue generation strategy implemented in numerous business models. The beliefs of web3 is for ownership to prevail, the opportunity is to profit from sales not data, removing the need for persuasive design features, addiction and your personal data being abused. Platforms like Facebook, Twitter, Instagram, Snapchat, and TikTok are built on persuasive technology, technology created specifically to change its users’ opinions, attitudes, or behaviours to meet its goals. Technology companies consider factors like motivation, ability, and triggers when they are designing their apps, with the goal of persuading you to spend more time clicking and scrolling. Persuasive technology companies specialize in algorithms that influence human behavior because that’s what they sell to the advertisers who are their customers. Benefits are also the financial infrastructure, i.e. developing countries where banking is not part of the country's infrastructure and do not have finance systems inherently, all you need is a block chain and a wallet to earn, your office is the internet. Blockchain is the underlying and fundamental layer of importance. Many brands are yet to consider it a long-term legacy project, missing the opportunity for lasting impact. Testing, listening, building is what is needed and that means incremental changes, not something for the press to write about. We want to see web3 structures and platforms that last, and which are not PR or marketing moments but legacy infrastructure changes. Tech is not the lead conversation for sales, but a tool to do more, and expand the breadth and depth of creativity, promote traceability and to applaud the authors by royalties and more economic stability. That is why we are building IoDF – and why we have built IoDF's consultancy services to address this challenge, aiding brands in crafting enduring transitions.