The Founders Arena is a unique and first of its kind “go-to-market” Accelerator specifically for WealthTech companies looking to scale across the global WealthTech market.
Digital Wealth News recently sat down with The Founders Arena president Pam Cytron to discuss a wide range of topics that start-ups in the sector face, and what she believes they must do in order to succeed in a hyper-competitive environment.
DWN – Thank you for joining us today. Can you define WealthTech, as you understand it, and explain the opportunity for startup firms in the sector.
Pam Cytron (PC): WealthTech is a specialized branch within FinTech that focuses on creating digital solutions for the wealth management industry. It leverages a number of advanced technologies such as AI, automated portfolio management, and personalized financial tools that can transform the financial services landscape. The goal of WealthTech is ultimately to make wealth management more accessible, efficient, and responsive to the changing needs of today’s investors – whether you’re just a casual saver or an institutional investor.
Startups play a pivotal role in driving innovation within this sector because they can move quickly, provide greater transparency, and offer more automation across systems that improve efficiency. Additionally, as financial expectations and behaviors shift across generations towards a digital-first model, startups are better positioned to adapt quickly. This ability not only introduces fresh ideas but also engages younger, tech-savvy investors – critical for the industry’s growth.
DWN: How do large players like Salesforce, Morningstar, and eMoney influence the WealthTech ecosystem?
PC: Major players such as Salesforce, Morningstar, and eMoney shape much of the industry’s foundation. These firms provide essential infrastructure, vast data resources, and financial backing, setting standards for how WealthTech platforms should operate and integrate. They drive the market, which startups rely on to kickstart their own innovation.
Although these established platforms provide critical resources, it can be a double edged sword. If not careful they can also impose high costs, restrictive access, and less-than-responsive support programs, which can stifle startups’ independence. And many large firms prefer to absorb fresh ideas from startups into their own offerings, which keeps costs high across the industry.
Before jumping into the sector, it is essential for startups to have a plan on how they will navigate this ecosystem, and how they will balance the benefits of using these resources against the potential limitations on creativity and independence.
DWN: Why do startups need to partner with big players, and what are the key dependencies?
PC: Startups primarily need resources, whether it’s start-up capital or a customer base that supports scaling. Large players often provide these essential elements but come with major dependencies. Big firms control crucial resources such as data, infrastructure and capital which means startups often face high interaction fees to access the market. These costs don’t stop once connected, as industry credibility frequently relies on partnership with well-established companies.
These partnerships also raise the cost of sales and complicate autonomy. Additionally, startups often rely on influential industry veterans—those connected to big firms—to help build credibility. This reliance can be both beneficial and challenging, as they must continue to pay for data and integration to stay competitive. Startups should evaluate how they can navigate these relationships and consider if a revised model could help reduce the financial burden for resources that benefit the entire industry. There is little doubt about the benefits – from capital to credibility – of working with a larger player, but it’s also important to not be overly dependent.
DWN: What are the inequalities or imbalances in the relationship between startups and large WealthTech firms?
PC: Startups and large WealthTech firms often operate within a highly imbalanced dynamic. Big players benefit from the innovative approaches startups bring, yet place financial and structural limitations on these young companies. Startups must pay for crucial resources, like access to data and infrastructure, at rates that can be prohibitive, while large firms can leverage these in-house.
Additionally, partnerships usually favor larger companies, as they control the terms. Startups rarely have the leverage to negotiate favorable agreements, limiting their ability to scale and compete. This double standard is similar to how industry events often charge startups high fees for participation, while venture capital firms are frequently given complimentary access. As a result, large firms capitalize on the creativity of startups while controlling who can bring ideas to market, creating a challenging landscape for new players seeking fair opportunities for growth and recognition.
DWN: How can these inequalities impact the future of WealthTech innovation?
PC: If left unchecked, these inequalities could slow WealthTech’s progress, hindering creativity and narrowing the industry’s vision. Startups are typically the driving force behind genuine innovation, addressing real-world challenges with novel solutions. However, if high costs, limited access, and restrictive partnerships persist, the field may become dominated by established firms who primarily focus on optimizing existing processes rather than true innovation.
This lack of diversity in perspectives and solutions risks creating a “nepo-baby” landscape, where legacy companies maintain control, and the competitive edge dwindles. A stagnant industry serves neither the market nor consumers effectively. To keep WealthTech relevant, the ecosystem must nurture startups’ ability to bring diverse, innovative solutions that challenge the status quo.
DWN: What strategies can startups adopt to navigate these inequalities?
PC: Despite these challenges, WealthTech startups have several paths to success. One strategy is to focus on niche markets, addressing specific, underserved needs, and reducing dependency on major platforms. Additionally, networking is vital; building relationships with incubators, accelerators, and other ecosystem partners can facilitate growth without excessive dependencies on large firms. These partnerships allow startups to navigate outside of the established player landscape, and create significantly less dependencies.
Collective power is another powerful strategy. Joining forces with groups like The Founders Arena allows startups to pool resources, negotiate favorable terms, and amplify their collective voice. This community approach helps startups gain fairer access to essential industry resources, paving a more sustainable path for growth.
DWN: And finally, what can be done at the industry level to create a more balanced WealthTech ecosystem?
PC: At an industry level, several changes could help equalize the WealthTech playing field. Regulatory adjustments, such as setting fairer fees for data access and integration, could make resources more accessible to startups. Additionally, large firms could collaborate with incubators or nonprofit organizations to offer discounted or shared resources for startups.
Incentives, like tax breaks for companies supporting early-stage ventures, would also encourage collaboration. Venture capital firms have a role to play as well by prioritizing equitable funding and fostering connections across the WealthTech ecosystem. Through these efforts, the industry could promote a competitive landscape that allows innovation to flourish at every level, ultimately driving a fairer and more sustainable future for WealthTech.
