Capabilities that didn’t exist five years ago.

A tier-1 global wealth management business — among the largest in the US by AUM, with thousands of advisors and billions in annual revenue.

A measurable adoption gap existed between AI platform availability and daily field usage. Despite the firm having built a comprehensive AI platform, leadership needed a strategic framework to convert AI capabilities into FA habits — improving client interaction quality and identifying areas of client asset growth.

• Audited the advisor-facing AI stack and enterprise foundation.
• Mapped the signal-to-conversion loop from AI alert to advisor action to client outcome.
• Benchmarked field adoption against industry data to quantify the utilization opportunity.
• Assessed AI governance posture against current regulatory priorities.
• Developed five strategic priorities in internal operating language.
• Produced executive talking points, Q&A prep, and language guidance.

A Tier 2 US commercial bank with an established AI program and a mature traditional model-risk framework.

The bank was deploying agentic AI systems that act, delegate, remember, and call tools autonomously — and needed to understand its governance posture for audit purposes.

• Developed an agentic AI governance assessment framework and scoped agentic deployments for review.
• Held stakeholder interviews across risk, engineering, compliance, product, and vendor management.
• Reviewed architecture files and conducted the assessment across all agentic deployments.
• Produced a control-plane mapping and NIST AI RMF crosswalk.
• Compiled an in-depth findings report and a 90-day remediation roadmap.

Large global asset manager considering an on-chain share class of an existing flagship liquid fixed-income fund for qualified institutional investors.

Design a tokenized share class that could plug into existing fund, TA, admin, and custody infrastructure without disrupting governance or creating unmanageable operational risk.

• Designed a parallel tokenized share class under the existing ’40 Act fund structure, with the tokenization platform acting as co-transfer agent.
• Defined roles, responsibilities, and interfaces across the manager, tokenization platform, KYC/AML provider, custodian, and optional DeFi venues.
• Mapped flows for subscriptions, redemptions, secondary transfers, corporate actions, and reconciliation between on-chain and traditional ledgers.
• Built a phased plan from discovery and integration through pilot launch and scale, with explicit success metrics and risk-mitigation measures.

Mid-stage B2B cross-border payments infrastructure provider serving banks and financial institutions.

Leadership needed to understand whether — and how — to add stablecoins as a rail without undermining their bank-first positioning, and to quantify the risk of doing nothing.

• Produced a market-intelligence briefing on global stablecoin adoption by banks, card networks, neobanks, and corporates — focused on transaction volumes, use cases, and regulatory clarity.
• Quantified competitive threats from fintechs, retailers, and bank-consortium initiatives, including potential revenue erosion if stablecoins became the default rail.
• Designed three low-friction entry use cases — FI treasury liquidity, high-pain corridors, and mass payouts — leveraging the client’s existing architecture and compliance stack.
• Defined a 90-day pilot program, budget, and partnership model with regulated issuers, custodians, and liquidity providers.

Global asset manager evaluating tokenized fixed income and private credit as part of its digital-assets roadmap.

Move beyond general hype to answer: who is actually demanding tokenized fixed income and private credit, and why — and what should we build first?

• Synthesized 30+ public sources and proprietary platform data to size current and projected tokenized fixed-income and private-credit markets.
• Profiled four primary demand segments and detailed investor personas — decision criteria, product requirements, and preferred structures.
• Mapped competitive activity across tokenized MMFs, Treasuries, and private credit, highlighting white space where the client’s credit expertise was a differentiator.
• Outlined a staged roadmap for internal alignment, vendor evaluation, pilot design, regulatory validation, and a limited-scope pilot launch.

Web3 infrastructure company with Layer-2 blockchain capabilities and deep gaming/esports and creator-economy relationships.

Strong L2 and user-acquisition capabilities, but limited exposure to institutional finance. Leadership wanted to extend into real-world-asset (RWA) tokenization without losing focus on their core Web3 infrastructure and creator ecosystems.

• Structured a strategic partnership model with regulated digital-asset platforms — combining the client’s L2 infrastructure and network-effect expertise with institutional-grade custody, compliance, and distribution.
• Identified verticals where the client had a unique edge — gaming/esports, creator IP, digital infrastructure — and translated those into concrete tokenization concepts and asset types.
• Built detailed use cases (esports team equity, gaming-studio revenue share, music-catalog royalties, podcast-network revenue tokens), including illustrative economics and revenue streams.
• Developed a 12-month roadmap spanning partnership foundation, pilot execution, and scale — with explicit milestones, KPIs, and revenue-model components.