01How many wallets, and why
Wallet count is an overhead decision and a footprint decision at the same time. What too few costs you, what too many costs you, and the arithmetic that sits between the two.
Parameter Open the note
Parameters: wallet count, swap size and the shape of the spend
Three settings decide most of what a run looks like from the outside. How many funded accounts the flow is spread across, how large each individual trade is relative to the pool it hits, and how the trades are distributed across the window. Everything else in a configuration is either derived from those three or is a constraint imposed from outside.
None of them has a correct value in isolation. Each page in this section states the failure that appears when the value is too low, the different failure that appears when it is too high, and the objective that decides which of the two you would rather risk. That is the whole method: a parameter is a bet on which failure is cheaper.
- In this section
- Wallet count, swap size and its distribution, interval and duration.
- Not in this section
- Objective wording, stage gates and reporting, which live under planning.
- Standing rule
- Every range is a reasoning aid; the objective, not the page, decides the value.
3 plan notes in this section
Three settings carry most of the behaviour of a run. Each one is written here as a trade-off with a named failure at both ends of its range, because there is no value that is correct independently of the objective.
02Swap size and distribution
Size is chosen against pool depth, not against a budget. Why the distribution of sizes matters more than the average, and what each end of the range breaks.
Parameter Open the note
03Duration and pacing
Pacing turns a budget into a shape. Four pacing curves, the objective each one belongs to, and why the last hour of a run is the part most often designed by accident.
Parameter Open the note
The parameters only make sense against a plan
A value chosen without an objective is a preference. These are the pages that supply the objective and the document the values sit inside.
Planning
The decisions taken before any field is filled in: what the run is supposed to achieve, how that objective is written so it can be tested, how the work is split into stages, and what the closing report has to contain.
Open the sectionReporting
The closing document drafted before the run starts, with its fields fixed while the answer is still unknown and its verdict lines written in advance.
Open the report noteThe desk
What this desk plans, what it deliberately leaves to other people, and why no page here carries a benchmark it did not measure itself.
Read about the desk