Name: Vansh Gehlot

Title: Co-founder & CEO

Organisation: Dragverse

Vansh Gehlot is a GenAI and blockchain enthusiast. He is the co-founder of Dragverse (dragverse.io & dragverse.app), a web application specifically designed for drag/LGBTQ+ 🏳️‍🌈 artists and aficionados to create, share, mint, and stream their art while building their own communities. The platform collaborates with premier blockchain technologies and protocols like Livepeer and Lense.

He is also the founder of MeTag (bit.ly/Meta-web), the next generation of social and public key management in the web3 ecosystem. MeTag enables users to share their Web3 profiles and make crypto payments without the inconvenience of using their phones or additional platforms.

Additionally, Gehlot is building CodeAsia (test.codeasia.org), an upcoming registered 501(c)(3) non-profit community for high school students. The initiative aims to enhance their innovative, collaborative, and creative mindset, which is diminishing due to the monotonous education system in India and several South Asian countries. He leads a team of highly enthusiastic Gen Z members from around the globe who are all committed and eager to create impact.

Click here to read Vansh's first written interview: 7 Questions on Leadership

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I hope Vansh's answers will encourage you in your leadership journey. Enjoy!

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Jonno White

1. As a leader, how do you build trust with employees, customers and other stakeholders?

Trust is a foundation stone for everything that we develop at Dragverse (dragverse.io & dragverse.app), MeTag (metag.webflow.io), and CodeAsia (test.codeasia.org). I believe the following:

Radical Transparency: Sharing our development roadmap with the LGBTQ+ community at Dragverse, being open with the blockchain partners about our technological choice, or discussing our problem with our global GenZ team in CodeAsia, I would like to believe that nothing could be hidden. This is regarding regular updates, frank and honest discussions about success or setbacks, and clear communication about how our decisions are made.

Consistent Delivery: We have earned the trust of MeTag by consistently delivering on our promise to make Web3 interactions hassle-free. When we say we will make crypto payments hassle-free, we ensure our product delivers exactly that. This same principle applies to how we manage our teams – we set clear expectations and consistently meet them.

Active Listening and Adaptation: Building products for diverse communities requires a deep understanding. We have established trust with the drag artist community at Dragverse by actively listening to their needs and rapidly iterating our platform based on their feedback. Similarly, at CodeAsia, we continuously adapt our programs based on student and mentor feedback to ensure we're truly serving their needs.

2. What do 'VISION' and 'MISSION' mean to you? And what does it actually look like to use them in real-world business?

Vision and Mission aren't just statements on our websites – they're the driving force behind every decision we make. Let me illustrate with real examples:

Vision: CodeAsia aims to revolutionize the Indian and Southern Asian educational landscape by fostering innovation and creativity in young minds. This vision influences everything from program design to partner selection. For example, when we structure our student programs, we always ask: "Does this help break the monotony of traditional education? Does it foster genuine creativity?"

Mission: At Dragverse, we aim to empower drag artists with tools to monetize their art and build thriving communities. This translates into practical features like our NFT minting platform and community streaming tools. Every feature we develop must directly contribute to this mission of artist empowerment.

3. How can a leader empower the people they're leading?

Empowerment in my experience comes through:

Ownership and Autonomy: Team members at MeTag own entire features from conception to deployment. This ownership extends to decision-making power and responsibility for outcomes.

Growth Opportunities: We actively create learning opportunities. For example, at CodeAsia, we not only teach students but also empower our GenZ team members to design and lead initiatives, helping them develop leadership skills.

Resource Access: In every way, whether for our Dragverse artists to tap into the latest blockchain tools or, indeed, to ensure access for our CodeAsia team with needed educational resources, remove any barriers that might inhibit potential.

4. Who are some of the coaches or mentors in your life who have had a positive influence on your leadership? Can you please tell a meaningful story about one of them?

One of the most vivid mentorship memories was those early days about blockchain technologies. My mentor once taught me a very fundamental lesson around building for impact rather than just sake of technology, which more or less directly shaped how we approached Dragverse — first taking care of the needs of our artists and subsequently finding good blockchain solutions in place as opposed to being the inverse.

Their guidance helped me realize that true innovation comes from solving real human problems, which has become a core principle across all my ventures. This mentorship shaped how I now mentor others, especially the young innovators at CodeAsia, where we emphasize problem-solving over pure technical knowledge.

5. Leadership is often more about what you DON'T do. How do you maintain focus in your role?

As a leader in building Dragverse (dragverse.io), MeTag (metag.web), and CodeAsia (codeasia.org), there are four things that keep me focused:

1. Focused decision-making: I look at every opportunity against our core missions empower drag artists, to make Web3 interactions simpler, or to transform education. If it does not serve one of those, it is a "not now."

2. Strategic delegation: I entrust clear roles to teams so that I can focus on vision and strategic partnerships. For instance, while technical teams develop stuff, I concentrate on what the community needs and future innovations are.

3. Time blocking: I have time blocks for specific ventures, which allows me undivided attention while working on Dragverse's artist features, MeTag's payment solutions, or CodeAsia's educational programs.

4. Prioritization Framework: Before venturing into any new venture, I ask myself if it aligns with our mission, if it will create a meaningful impact, and if it is the right time. This keeps me in check on what really matters.

6. If you fail to plan, you plan to fail. Everyone plans differently. How do you plan for the week, month and years ahead in your role?

As a founder of Dragverse (dragverse.io), MeTag (metag.web), and CodeAsia (codeasia.org), my planning structure looks like this:

1. Annual: Establish significant yearly milestones for each platform, such as Dragverse's blockchain integrations or CodeAsia's expansion goals. Review these quarterly to make adjustments according to market and community feedback.

2. Monthly: This includes breaking down the quarterly goals into action sprints. For instance, the Web3 profile features on MeTag are developed in monthly cycles with clear deliverables.

3. Weekly: Team sync on Monday to get priorities aligned and blockers removed. Focus blocks dedicated to each venture ensure consistent progress across all platforms.

Key principle: Keep plans flexible enough to adapt to rapid changes in GenAI and blockchain spaces while maintaining core mission focus.

7. What advice would you give to a young leader who is struggling to delegate effectively?

To young entrepreneurs who are finding it really hard to delegate, here's what I've learned building multiple ventures:

1. Start Small: Begin by delegating more minor tasks and gradually go up the scale of delegation as team members prove themselves.

2. Clear Outcomes: Define success metrics upfront. At Dragverse, we set clear KPIs for features before delegating development.

3. Trust Intentionally: Provide resources and support, then step back like how I trust our GenZ team at CodeAsia to drive educational initiatives while providing guidance when needed.

4. Learn to Let Go: Remember that different approaches can still achieve great results. Focus on outcomes rather than controlling every step of the process.