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Vitalik Buterin Calls for a Leaner Ethereum Foundation as Debate Over ETH Sales Intensifies
Vitalik Buterin has laid out a vision for a smaller, more purpose-driven Ethereum Foundation (EF), as renewed tension builds among ETH holders over the Foundation's treasury strategy and years of criticism tied to EF-linked ETH sales.
Buterin wrote that the EF should become less central to Ethereum's future and more "opinionated" in what it stands for. He stressed the view is his alone, adding that the EF board is expanding while his own influence inside the organization is diminishing—an outcome he said he supports.
The current dispute revolves around three issues: how much ETH the EF should sell, how tightly it should manage spending, and whether external organizations should take over growth-focused functions that some holders want the EF to own.
A vocal segment of ETH holders argues the EF should operate more like a growth institution—competing more aggressively with Solana, strengthening the "ETH as an asset" narrative, coordinating business development, and improving execution. Buterin's counterpoint is that the EF should act as "one node among many," optimizing for what he frames as Ethereum's institutional identity: censorship resistance, open source, privacy, and security (CROPS). In his framing, doing less—especially on promotion and coordination—also supports the goal of selling less ETH, because a narrower EF would require less funding.
He described the EF as "one node, with a defined purpose, alongside other nodes," and said it should prioritize longevity over breadth. Aya Miyaguchi is leading much of the transition, while Buterin's involvement is primarily focused on technical work.
The EF holds about 0.16% of all ETH, far below the 10% to 50% foundation allocations Buterin says are common in other blockchain projects. In April, the EF's staking initiative reached roughly 69,500 ETH, nearing a 70,000 ETH target and shifting part of the treasury toward yield. Estimated annual staking income of $3.9 million to $5.4 million remains far below the EF's historical operating costs of nearly $100 million per year, meaning staking does not eliminate the need to sell ETH. The treasury therefore still depends on lower spending, continued ETH sales, outside funding, or a combination of these.
Buterin's argument also ties back to the Mar. 13 Ethereum Foundation Mandate, which formalized CROPS as the EF's core institutional identity and positioned the EF as one steward among many. The mandate framed EF success as reducing reliance on the EF over time. In his post, Buterin said the EF should concentrate on work only it can credibly deliver—some of which he suggests is increasingly feasible through AI-assisted proof systems—while leaving asset promotion, business development, and coordination to outside groups.
To explain why the EF should hold a more idealistic line, Buterin used a Google analogy: a single institution maintaining a principled stance can create more durable value for an entire field than having every institution bend to prevailing pressures. He argued that as technology trends toward financial capture and surveillance, the EF gains leverage by being explicitly resistant to those pressures, rather than trying to win as another growth-oriented organization.
Community critics counter that Ethereum needs an organization focused on making "ETH the asset" win, executing decisively, and becoming louder in institutional markets. Buterin acknowledges that supporting ETH as an asset still requires real work; his view is that it should be funded and executed by external organizations rather than the EF.
Buterin also framed the departure of senior EF members as decentralization in action. At least nine senior EF members have left in 2026, and he described this "brain drain" as part of distributing responsibility and attracting outside capital to critical tasks. He did not directly address whether external institutions will form quickly enough or coordinate effectively enough to absorb the functions the EF steps away from.
The outcome, he suggests, hinges on whether a smaller EF can reduce treasury selling pressure while preserving technical credibility—and whether outside groups can build the adoption engine. If external organizations—funded by private capital and ETH-aligned institutions—take over business development, coordination, and the asset narrative, ETH holders could see less selling pressure and more decentralized execution. If they fail to emerge in time, the risk is slower upgrades, fragmented execution, and a smaller EF perceived as weakened leadership.
Buterin closed by describing the EF as a smaller ship than in prior years: more focused, more ideological, and built to last. ETH holders who have long pushed for a bigger ship, he wrote, are being asked to accept a different vessel—one that bets Ethereum can outsource growth without outsourcing urgency.
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