Anthony Di Iorio: A New Era

By challenging convention, Canada's cryptocurrency pioneer is solving the future of human organization one question at a time.

BY GIOVANNA G. BONOMO

February, 2025

Cryptocurrency tycoon Anthony Di Iorio in his three-story Toronto penthouse at the St. Regis Residences Toronto, (former Trump International Hotel)

Pity the brave (but misguided) soul who tries to tell Di Iorio “that’s just how it’s done”—they’ll soon find themselves on the receiving end of his methodical dismantling of every inefficient assumption they’ve ever held dear, delivered with the kind of gleeful precision that only comes from someone who’s made a career out of problem solving.The relationship between individuals and institutions isn’t just flawed—it’s fundamentally broken, according to the Ethereum co- founder. Seeing patterns of institutional failure stretching from the fall of the Roman Empire through to our modern era, his mission isn’t to “fix” the system but to challenge the fabric of society and liberate people from its constraints entirely by finding solutions to questions few dare to ask:

Why do we remain chained to institutions that have repeatedly failed us throughout history?

Why do we continue to surrender our autonomy to third parties we never chose to trust?

Why do we accept systems that diminish individual sovereignty rather than enhance it?

These aren’t just philosophical musings—they’re a blueprint for individual and societal longevity.

From Necessity comes Innovation

The Di Iorio story begins in a small mountain town called Pietrabbondante, two hours outside of Rome.When there was nothing left for them there, Di Iorio’s grandfather and his three sons, including Anthony’s father Lino who was only three at the time, left Italy for Canada.“They worked their butts off” in construction before building a sliding door manufacturing business that would span over three decades. Though English became his father’s first language, the family kept their Italian heritage alive at home through language and culture—a bridge between old world craftsmanship and new world innovation that would later influence Anthony’s own approach to building and problem-solving.

Raised north of Toronto in Gormley and then Richmond Hill, Ontario, a curious young Anthony Di Iorio watched his father embody the essence of what it means to be an innovator. His father Lino carried with him an unrelenting drive to question and improve everything he touched. “My father was always the engineer of the problem solver, the inventor, and the questioner of why, is there a better way to do things?” Anthony recalls. “That’s something that was instilled in me. Why, why, why? And is there a better way? Growing up in a house with an entrepreneur and an inventor and a fixer and a handyman and somebody that just would be driven nuts when something didn’t make sense to him and figuring out how to solve the problem.” This inheritance of innovation manifested early. While Lino, a University of Waterloo graduate and former IBM employee, built with his brothers and cousin a successful sliding door manufac- turing business spanning three decades, he never stopped looking for new problems to solve. After a single encounter with curling, he revolutionized the sport by reinventing its fundamental equipment. His company, BalancePlus Curling Equipment, would become one of the world’s leading manufacturers, with the technology he created earning him induction into the Canadian Curling Hall of Fame.

“My father instilled in me a relentless curiosity and a drive to find better ways of doing things. His pursuits taught me the importance of challenging the status quo and solving problems creatively. This mindset has been foundational to my work in technology and decentralized systems.” The parallel between father and son is striking. Just as Lino trans- formed curling through technological innovation after one experience with Canada’s national sport, Anthony would later approach blockchain technology with the same flash of penetrating insight. Anthony also credits his success to his mother Lynne, who was born in London, England, and also immigrated to Canada at three. She worked as a supply teacher while raising their three children. Anthony is the youngest of three siblings—his brother Elio and sister Christie. At age 45, Anthony became a father himself. Today, he has three children under four, and his mission to safeguard systems that protect human longevity has become both more personal and more urgent than ever.

Just as Lino revolutionized curling equipment and tech- niques, Anthony would later apply the same problem-solving insight to blockchain technology.“I never like telling people what to do and I never like being told what to do.” His approach centers on “self sovereignty, relying less on third parties for your existence.” It’s about creating genuine value through “personal responsibility” rather than following conventional wisdom.

When Di Iorio first encountered Bitcoin in 2012, he didn’t just see a new technology—he saw a funda- mental opportunity to empower individuals in the digital age. “The mission has been the same across the years,” he explains. “It’s to empower people with the tools they need to be in control of their digital lives—their money, communication, and identity.” Starting with the Bitcoin Toronto Meetup, Di Iorio built a community that would become the birthplace of Ethereum and a hub for blockchain innovation in Canada. By 2015, he was bridging traditional finance and crypto as Chief Digital Officer at theToronto Stock Exchange, working from 4 a.m. to 8 a.m. while running Decentral during regular business hours.

Today, as one of the most influential figures in blockchain technology, he brings this same methodical approach to under- standing the rise and fall of empires, whether they be nations, corporations, or technological paradigms. “The rise of empires and the accumulation of deficiencies along the way eventually leads to their demise,” Di Iorio explains, outlining his central thesis on why empires fall. But unlike many who see this pat- tern as inevitable, Di Iorio believes there’s a way to change the trajectory—if we’re willing to fundamentally rethink how we approach problem-solving and leadership.

Di Iorio’s analysis extends beyond traditional political empires to encompass any system that has achieved dominance in its sphere—from financial sectors to technology companies. He identifies a common pattern: the accumulation of what he calls “baggage” over time, combined with an inability to adapt and address fundamental deficiencies, ultimately leads to decline.“It could be the growth of companies to thousands of employees, which is turning the companies too bulky and industries that new things are or new start-ups might be more nimble, easy to adapt or less concerned about regulatory things,” he explains. The regulatory burdens themselves often become part of the baggage that weighs down once-dominant players.

At the heart of Di Iorio’s philosophy is what he calls the “Perfect Formula,” a methodology for problem-solving that focuses on achieving maximum efficiency while considering all stakeholders. “I’m always striving for that perfect formula of getting us close to a hundred percent with anything that I do,” he says, “which is removing deficiencies and trying to get striving towards that perfection of everything lining up properly.” This approach isn’t about incremental improvements but rather about fundamentally rethinking how systems work. Di Iorio uses a scale of 1 to 100 to measure efficiency, noting that while perfection might be unattainable, the goal should always be to move the needle higher—from 60 to 70, from 70 to 80, and so on.

True to his methodical nature, even the names of his children reflect his Perfect Formula approach: his son Lin (named after his mother Lynne and father Lino), and daughters Evelin and Madilin. Each name was carefully chosen to honor multiple family members, demonstrating his principle of creating solutions that benefit as many stakeholders as possible.

The impression one gets when sitting with Di Iorio is that of participating in a mental ping pong match; though Di Iorio is in the lead, you can feel the benefits of the mental workout. No question is out of bounds, no problem too complex. His vision of the future? A deeply intertwined one with technological advancement, particularly in artificial intelligence and robotics (with a focus on autonomy) at the forefront. “I think this is gonna be the year of the robots, the year of the humanoid robots. There’s so much advancement in that field, and something that I’m really excited about. To me, it’s about the physical and digital coming together. The digital world matching up with the physical world to create advancements. And I think the robots are that next thing. So, it’s going to be this year—very, very interesting. I think within the year, you’re going to start seeing robots walking on the street with people, assisting with tasks, and taking over manufacturing positions. There are a number of humanoid robots coming to the forefront, some from China, some from other places. There’s just so many on the horizon that are going to be these armies of workers and assistants, and they’re not very far off.”

Di Iorio also envisions and champions what he calls the “one button economy” where individual entrepreneurs can accomplish what once required hundreds of employees. His own company has already begun this transition, with 90% of their code being generated through AI tools. “I have this idea of a one-person company time that I think is the future where an individual has everything that they need in terms of tools at their disposal where they can accomplish functions of a business that would generally require many, many, many people,” he explains. This isn’t just theoretical—the proud father of three has actively reduced his own company’s headcount while increasing productivity through technology. One of the most crucial elements in Di Iorio’s framework for empire longevity is the alignment of stakeholders. He emphasizes that sustainable growth requires solutions that benefit all parties involved. “It’s about how you present a situation where change is beneficial to the person and it’s no brainer for them to realize,” he explains.

“The task is how you present a solution that is a no brainer for them to say, wait, by me joining you, my life’s going to get better.” This approach to leadership differs markedly from traditional top-down models. Instead, it focuses on creating what Di Iorio calls “winning solutions across the board” where every stakeholder’s problems are being solved through complex problem-solving capabilities. Unlike many futurists who paint either utopian or dystopian visions, Di Iorio, though leaning toward optimistic, takes a more measured approach. He acknowledges the challenges ahead, particularly in terms of job displacement and economic transformation, but sees these as problems to be solved rather than inevitable catastrophes. His vision for sustainable empire-building involves what he calls “virtuous leadership” combined with advanced problem-solving capabilities. These, he believes, are the missing pieces that prevent many organizations and societies from achieving their full potential and sustaining their success over time.

Di Iorio’s approach to longevity isn’t purely theoretical or organizational either—it’s deeply personal. “Longevity isn’t just about health; it’s about mental prepared-ness and adaptability. For me, it’s about slowing down, reducing stress, and focusing on personal responsibility. As technology evolves, individuals will need to stay creative and resilient to thrive in a rapidly changing world,” he explains, noting that this approach has made him more resilient. The challenge ahead, as Di Iorio sees it, isn’t just about adopting new technologies or management techniques. It’s about fundamentally rethinking how we approach problem-solving and leadership in an age of rapid techno- logical change. By focusing on efficiency, stakeholder alignment, and sustainable growth, he believes we can create systems that don’t just rise and fall, but continue to evolve and improve over time.

You’ve always emphasized self-reliance and sovereignty. How do you see this playing out globally?

Anthony Di Iorio: I believe there’s a growing trend for countries to reduce reliance on external nations and focus on internal capabilities. This shift is partly driven by leaders like Trump, who promote a “country first” mentality. While this can lead to more self-sufficiency, it also requires careful negotiation to maintain global relationships. For Canada, this might mean exploring better relationships beyond the United States while finding a middle ground that benefits both nations.

How do you see AI reshaping the workforce, and what challenges might arise?

A.D: Empires such as the Roman Empire declined due to accumulated inefficiencies and an inability to adapt. This pattern repeats in modern empires, whether in finance, technology, or other sectors. The key to longevity is understanding all stakeholders, solving problems creatively, and focusing on efficiency. Without this, empires peak and decline as new, more adaptable systems replace them.

Many people fear that AI and robotics could threaten humanity. How do you address these concerns?

A.D: Fear often stems from a lack of understanding. While AI and robotics will transform society, the focus should be on creating global initiatives to address potential risks, similar to how we’ve managed nuclear technology. By approaching these advancements with problem-solving and collaboration, we can harness their potential for good.

How do you see technology evolving, and what impact will it have on society?

A.D: Robotics is the next frontier, blending the physical and digital worlds. I believe we’ll see humanoid robots assisting in manufacturing and daily life within the next year. While exciting, this also requires careful consideration of ethical and regulatory frameworks to ensure these technologies benefit humanity.

What are the risks of a world where all problems are solved, and

everything is easy?

A.D:  Yeah, this is a question I think about a lot. While solving problems is essential, there’s a risk of becoming lazy or overly reliant on technology and losing creativity. The challenge is ensuring that advancements empower people rather than making them complacent. Creativity and adaptability will remain crucial for long-term success.

Your thinking seems influenced by Stoicism. How does this philosophy shape your approach to life and work?

A.D:  To a degree, yes. Stoicism has taught me the importance of personal responsibility, focusing on what I can control, and letting go of what I can’t. This mindset helps me stay grounded and resilient, especially when navigating the complexities of technology and leadership.

Do you see creativity as a key to human longevity and evolution?

A.D:  Absolutely. Creativity drives innovation and problem-solving, which are essential for adapting to new challenges. In a world where technology handles routine tasks, creativity will be the defining trait that keeps humanity relevant and thriving.

How do you see Canada’s position in the global technology landscape?

A.D:  Toronto is my localized testing ground. I see a world where Canada can be a powerhouse for productivity and thinking things in different ways that could eventually lead to us giving it out to the rest of the world. The objective is to perfect something that becomes desirable, then export that productivity.

You’ve mentioned your father’s attempt to revolutionize baseball with a new strategy for holding runners on first base—a solution that was proven effective but never widely adopted. What does this tell us about the relationship between innovation and institutional resistance?\

A.D:  This is actually a perfect example of what I call deficiency accumulation. My father mathematically proved his baseball strategy was superior, and even had university teams successfully implement it with amazing results. Major league teams acknowledged it was better—but they still wouldn’t change.  This pattern reveals something critical about institutional resistance: it’s rarely about whether a solution works. It’s about institutions becoming so set in their ways that they’ll choose familiar inefficiency over proven innovation. We saw this in curling too—Canadian organizations were far more resistant to my father’s technological improvements than European teams, despite Canada being the sport’s homeland. This taught me something vital: sometimes the hardest part isn’t solving the problem—it’s convincing people to abandon “that’s just how it’s done.”

The solution?

A.D:  You have to make change a no-brainer. Present it in a way where stakeholders can clearly see how their day-to-day lives will improve. Without that crystal-clear value proposition, even the most brilliant innovation will struggle against institutional inertia.

How has becoming a father changed your perspective on life and your work?

A.D:  Fatherhood has deepened my commitment to building a better future. My children are part of my mission to create the next generation of leaders and problem-solvers. They inspire me to develop curricula and tools that empower others to tackle global challenges.