Letter from our CEO

A monumental year

As 2025 comes to a close, I’ve found myself reflecting on how much can change in a year when focus, timing, and conviction begin to align.

At the start of this year, Asseta AI was still early in its journey. We had strong beliefs about the problems family offices were facing, but like any company building infrastructure for a historically private market, much of that belief still needed to be validated through real-world use. What unfolded over the past twelve months has been both clarifying and energizing, not because of any single milestone, but because of the steady momentum that followed once we sharpened our direction and committed fully to it.

Early in 2025, we made a deliberate decision to clarify who we were building for and what we were building toward. That moment was less about a name or a visual identity and more about alignment. It forced us to be precise about the role we wanted to play in the family office ecosystem and the standard we expected of ourselves. What followed was a year of accelerated learning, deeper conversations with families, and tangible progress across the business.

As the year unfolded, one theme kept resurfacing in nearly every conversation we had with family offices. The complexity of modern family wealth has outpaced the systems designed to manage it. Teams are lean, structures are multi-entity and global, and investment strategies now resemble those of institutional asset managers. Yet the tools underpinning these operations often remain fragmented, manual, and difficult to trust. Seeing that gap repeatedly, across families of different sizes and geographies, reinforced our conviction that the problem is not edge-case complexity. It is structural.

Throughout 2025, we earned the trust of a growing number of family offices who decided to centralize their accounting and operations on Asseta AI. That trust matters deeply in this market. Family offices do not adopt new infrastructure lightly, and they do not tolerate systems that fail under pressure. Each onboarding reinforced the same lesson for us. When families have a single source of truth across entities, accounts, and investments, the entire operating model changes. Reporting becomes clearer. Decisions happen faster. Teams spend less time reconciling and more time thinking strategically.

That momentum carried through the second half of the year and culminated in our seed funding round in November. The capital itself was important, but what mattered more was the alignment behind it. We partnered with Nyca Partners and Motive Partners, investors who understand financial infrastructure, long-term platform building, and the responsibility that comes with serving this segment of the market. Their support reinforced that the opportunity in front of us is not a feature-level problem to solve, but a foundational one.

What stood out most in 2025 was not simply growth, but what that growth revealed about where the family office industry is heading. Family offices today operate at the intersection of accounting, investing, governance, and family dynamics. They are increasingly global, increasingly values-driven, and increasingly sophisticated. At the same time, they face mounting pressure in areas that rarely make headlines, from security and compliance to talent retention and operational scale.

One of the clearest signals this year was the growing talent challenge. Experienced CFOs and CIOs are in short supply, and competition for them continues to intensify. For family offices, attracting and retaining top talent increasingly depends on more than compensation. Leaders want modern systems, reliable data, and the ability to focus on high-value work rather than manual processes. We see first hand how technology empowers these small teams to operate with confidence and control.

Looking ahead to 2026

Looking ahead to 2026, our focus is shaped by these realities. First, we will continue to invest in the accounting foundation that everything else depends on. A unified, multi-entity general ledger is not just an accounting tool. It is the prerequisite for analytics, planning, governance, and trust. Without it, every downstream insight is compromised.

Second, we are expanding the layers built on top of that foundation. This includes deeper reporting, planning, and liquidity visibility, as well as workflows that reduce administrative burden across banking, bill pay, and investment operations. The goal is to help family offices move beyond operational maintenance and into proactive decision-making.

Third, we are preparing the platform for a future where intelligence, powered by a strong data foundation, plays a much larger role. We believe the future is not a forced tradeoff between all-in-one platforms and best-of-breed tools. Asseta is being built to integrate with leading systems across investing, payments, and estate workflows, allowing families to maintain choice while operating from a single, trusted data foundation. We fundamentally believe AI can meaningfully help family offices, but only if it is built on clean, well-governed data that starts at the general ledger. As accounting data becomes more structured, new possibilities emerge, including scenario analysis, forecasting, and automated insights that reduce reliance on intuition and manual work. 

Our vision for beyond

Over time, Asseta AI’s capabilities will continue to mature, allowing families to model outcomes, evaluate trade-offs, and plan across decades with clarity. Agentic AI, for example, has the potential to save family offices significant time and cost by reducing operational burden and allowing small, nimble teams to focus on higher-value decisions rather than repetitive workflows. 

We also see the family office landscape itself continuing to expand. More families in the $50 million to $300 million dollar range are forming offices, supported by lean teams and modern technology. The virtual family office model is becoming increasingly viable, allowing families to achieve institutional-grade oversight without institutional overhead. At the same time, larger, multi-generational offices are evolving their mandates to reflect broader missions that extend beyond financial return.

All of this reinforces why we are building Asseta AI the way we are. Not to chase short-term trends, but to create infrastructure that can adapt to complexity, scale with families, and support decisions that carry real weight across generations.

I’m deeply grateful to our customers for trusting us with their financial operations, to our team for the discipline and care they bring to the work every day, and to our partners and investors for their belief in what we’re building. 2025 was a year of momentum and validation. 2026 will be a year of execution.

The architecture of family wealth is changing. We’re proud to be building the foundation for what comes next.

- Dean