At TGE, Cere’s leadership promised top 10 crypto status, direct competition with Snowflake, Arweave, and Filecoin. They presented themselves as a Fortune 500-partnered, revenue-generating, product-ready project. The pre-TGE hype was built on the image of a team already delivering — yet post-TGE, the reality emerged: no revenue, no Fortune 500 partnerships, and no working product. What followed was over four years of “reinventing the wheel” in search of product–market fit, while the market, community, and opportunities moved on without them.

In 6 years, the results are nothing short of atrocious. Arweave has accomplished 1000x more in the same timeframe, capturing real adoption and market share. Cere, on the other hand, has clung to an “all or nothing” approach — one rooted in a slow, corporate-style, Web2 mentality that is fundamentally incompatible with Web3, where speed, iteration, and openness win. In crypto, execution windows are measured in weeks, not years, yet Cere’s leadership has let cycle after cycle slip away.

The damage is quantifiable: price down from $0.17 to $0.00122 — a 99.5% collapse. ICO participants at $0.035 and private sale investors at $0.012 are deeply underwater. Even in the most optimistic revenue scenario, projections only place the token at $0.02 by end of Q4 — still far below ICO price. For TGE investors to merely match Bitcoin’s performance since launch, Cere would need to hit $0.3 — a 267x from here. These are not recovery targets; they are statistical impossibilities under the current leadership trajectory.

Throughout TGE to mid-2025, the pattern has been the same: bold promises, repeated delays, and no delivery. Marketing pushes promised in Q1 were delayed to Q3 or beyond. The “guaranteed” recovery of the 100K X account has yet to happen. “Scaling now” proclamations in March led nowhere. DAC mainnet, on-chain revenue, and enterprise integration targets were all missed. It even took the team three months to fix a critical bridge bug. Meanwhile, the community has been voicing the same concerns for years — concerns that have been deliberately ignored.

All this has happened with the team fully aware that we are in the last inning of a bull run, when execution speed is everything. Instead, they’ve stalled, holding back marketing, listings, and outreach until some hypothetical “revenue stage,” effectively ensuring they miss the very market window that could have given the project life. This is not strategy — it’s negligence.

From TGE hype to six years of overpromising and underdelivering, the leadership’s track record is clear. For Cere to have any chance of survival, Fred must step down to CTO, a proven and connected CEO must take the helm, and the team must replace its failed Web2-style mindset with the urgency and openness Web3 demands. Until then, Cere is dead in the water

The community has been actively providing feedback and urging the team to take corrective action for years, only to be ignored time and time again. A prime example is the rebrand discussion: this concern was first raised over 18 months ago. In November 2024, team members brushed it off as “too late” — yet here we are, with no rebrand and no recovered X account. Even new partners continue tagging the old X profile as alt season approaches, meaning Cere will miss this exposure at the most critical moment. If the CEO’s decisions were truly swift and in the best interest of the community, these steps would have been taken long ago. Instead, they’ve been left to rot while opportunities vanish.

Over the past year, Cere has suffered heavy whale exits — large holders selling left, right, and center. Long-time community members are exhausted and fed up with the leadership’s repeated failures and empty promises. Many OGs have already left, and others are openly considering it. What’s more concerning is that even some of the most loyal supporters are now turning into skeptics, worn down by the sheer volume of red flags and poor decisions.

All of this has led me to one of the hardest decisions I’ve made in crypto — I exited my entire position at a loss of over $750,000. I owned around 60 million tokens, making me the single largest holder in Cere. This wasn’t a casual investment — it was a deep conviction bet, one I truly believed in for years.

In the end, Cere became the worst investment decision I’ve ever made. But more importantly, it’s a sobering reminder of how I allowed myself to be swayed by the team’s promises, their pre-TGE hype, and the illusion of credibility. I was gullible enough to believe that leadership had both the ability and the will to deliver. I trusted them when I should have been demanding proof, and I ignored the warning signs for far too long. That’s on me.

Proof; https://etherscan.io/address/0x5aeb5161f98F7A20359bc59548c70F72D02DBCC7