Sectors
Different mandates, one requirement: it has to work on the day it matters.
Core modernisation without a decade-long programme.
Incumbent banks rarely need a new product; they need the existing one to run on something that can change. We work alongside internal teams on ledger migration, payment rail modernisation and the compliance systems that gate both — sequenced so that each phase delivers something operable rather than another year of foundation work.
Public disbursement and treasury systems that survive scrutiny.
Public money carries an evidentiary burden private money does not. Disbursement, benefits and treasury systems have to demonstrate not only that funds reached the right recipient but that the control which ensured it was operating at the time. We build for that standard of proof from the outset.
Digital asset mandates with institutional custody.
Sovereign and public investment mandates entering digital assets need custody, valuation and reporting that satisfy the same governance as every other holding. The engineering question is rarely which chain; it is who holds the keys, under what ceremony, and how the position is evidenced to a board.
Wealth platforms for clients who expect discretion.
Private clients judge a bank on consolidated reporting and on how little friction sits between an instruction and its execution. We build the position and performance engine, the multi-custodian normalisation behind it, and the mandate controls that keep discretion defensible.
Exchanges and custody built to pass an audit, not a demo.
The market has moved past products that work until they are examined. Matching, custody and ledger must never disagree, hot wallet policy must be enforced before signing rather than reviewed after, and reserves must be evidenceable on a schedule.
Acquirers and PSPs scaling past their first architecture.
The architecture that got a payment company to its first hundred million is usually the one blocking the next. Orchestration, least-cost routing, reconciliation and multi-rail redundancy are the four rebuilds that follow, and they are far cheaper done deliberately than under duress.
Reporting and allocation across every asset class held.
Family offices hold what institutions hold plus everything institutions will not — private markets, property, operating businesses, digital assets. Consolidated reporting across that range is a normalisation problem, and it is the problem worth solving first.
Founding-team velocity with a regulator-proof spine.
Speed and defensibility are usually framed as a trade-off. They are not, provided the ledger, the audit trail and the identity model are right early. Everything else can be rebuilt at leisure; those three cannot.
Forty-five minutes with the people who would actually run the build.