Confidential — For Discussion Purposes Only — Not an Offer of Securities
Investor Presentation · 2026 · Four seats available
The operating system for complex family wealth
UHNW families coordinate billions across dozens of advisors, entities, and jurisdictions — on email chains and spreadsheets. NewCo ends that. We are inviting exactly four investors to come in at founding terms.
Total Raise
£800,000
Minimum
£200,000
Investor Seats
4 only
Structure
SAFE Note
Val. Cap
£3,500,000
Equity Offered
~23%
Who we are looking for
Four investors. Three criteria. No exceptions.
This is a deliberately small, deliberately selective round. We are not looking for passive capital. We are looking for four individuals who will join our board as strategic advisors — people who understand this problem from the inside, have built and exited technology businesses, and are personally living the complexity NewCo solves.
01
Founder with a technology exit
You have built and exited a technology company. You understand the journey from product to scale to acquisition at first hand. You bring strategic credibility and operational wisdom that no generalist investor can replicate. You join the board as an active strategic advisor — not a passive shareholder.
02
Personally living the complexity
You are UHNW. You manage significant personal wealth across multiple advisors, entities, and jurisdictions. You are not investing in a problem you have read about — you are investing in a problem you deal with every week. Your personal experience validates the product and makes you its most credible advocate to others who share your situation.
03
Fully aligned incentives
The £200,000 minimum is intentional. We want investors whose stake is meaningful enough that they are genuinely motivated to open doors, make introductions, and invest time alongside capital. Four investors at this level creates a tight, high-trust inner circle with clear mutual accountability.
The ideal investor reads this presentation and recognises themselves in the problem section. They have sat in a meeting where their wealth manager, their tax advisor, and their family lawyer gave contradictory guidance — and no one had the full picture. That frustration is the market. That investor is also the customer. That combination — capital, board credibility, and lived experience — is what this round is built around.
01 — The Problem
The wealthiest families run their most important asset on infrastructure designed for small businesses
A typical UHNW family has 6–12 advisors across wealth management, tax, legal, insurance, and real estate. Multiple trusts, SPVs, holding companies. Assets across jurisdictions and currencies. Multi-generational stakeholders. The operating infrastructure most families use to coordinate all of this: email threads, Dropbox folders, and Excel spreadsheets.
Advisors operate in silos. No single advisor has visibility of what the others are doing. Contradictory guidance is the norm — and the family pays for the duplication twice.
There is no single source of truth. Critical documents — insurance policies, entity structures, succession plans — are scattered across filing systems, solicitors, and email chains spanning decades.
Decision-making is reactive. Major decisions are made in meetings with incomplete information and no record of the rationale or accountability.
The coordination cost is enormous. Senior family members spend significant time each month simply understanding what is happening across their own wealth.
Existing software solves the wrong problem. Portfolio aggregators tell families what their wealth is worth. None of them help families run it.
The gap is not data. The gap is coordination. Addepar, Masttro, Asora solve financial data aggregation and portfolio reporting. None of them solve the operational complexity of running a family office as a functioning organisation. That is the gap NewCo occupies — and no well-capitalised competitor has yet claimed it.
UHNW families operating informally without dedicated infrastructure
$6T+
Private wealth managed by this market segment
69%
Family office software adoption — up from 46% in a single year
57%
Still rely heavily on spreadsheets for core operations
0
Dominant platforms in the family wealth coordination category
02 — The Solution
Not a dashboard. An operating system.
NewCo is the platform that actively coordinates wealth rather than merely reporting on it. A family's complete operational infrastructure — advisor network, entity register, governance framework, wealth map, monthly close — in a single coordinated environment that the family owns permanently.
Core Architecture Principle
Family-owned. Always.
Families create and own their workspace permanently. They invite advisors, family members, and executives with granular permissions — controlling exactly who sees what, down to individual sections. Permissions are granted or revoked at any time. NewCo never accesses or holds family data. Zero-knowledge architecture by design. No institution — ever — can own a client workspace.
First Version — Market-Ready Within 6 Months of Funding
Complete wealth coordination from day one
Wealth map and asset inventory. Entity and structure register. Advisor database with mandate clarity. Monthly close workflow. Budget tracking. Governance rules and decision frameworks as living documents. Investment Policy Statement. Bank, signing authority, and succession documents — accessible, current, and coordinated across every advisor in the family's orbit.
Advisor Model
Advisors follow their clients. Free by default.
All invited advisors access client workspaces at no charge — removing every adoption barrier. Pro, Business, and Enterprise tiers provide professional practice management tools for firms managing multiple family clients. Every family workspace creates natural demand for advisor upgrades, with no separate sales motion required.
Onboarding
High-touch implementation, zero friction adoption
Families arrive at the platform with their complete wealth map already built through a high-touch implementation process. Standardised outputs — advisor inventory, entity register, wealth map, governance framework, IPS — are produced upfront and import directly into the workspace. The software is the execution layer for work already done before a family logs in for the first time.
03 — Distribution & Competitive Position
A 1,000-person warm network. The moat that cannot be purchased.
NewCo enters the market with direct, trusted relationships with UHNW families and their advisors — built over years operating at this level. A 1,000-person waitlist of individuals and families already living the problem. A strong LinkedIn following among wealth owners and their advisors. And a peer community that makes every implementation a referral engine.
Network & Waitlist
1,000 warm contacts: UHNW individuals and families, private bank and MFO principals, wealth managers, lawyers, and tax advisors — developed through years of operating in this exact market. A 10% Year 1 conversion rate on this list alone produces 100 paying family workspace clients before a single cold outbound message is sent. The go-to-market does not start from zero.
Data Intimacy
Once a family builds their wealth map, governance framework, entity register, and advisor network inside the platform, switching costs become extremely high. This is not like replacing a SaaS productivity tool. This is like moving a family's institutional memory. The deeper the implementation, the lower the churn risk — and every NewCo implementation is deep by design.
Methodology
NewCo's proprietary implementation methodology creates a standardised output that populates the platform at onboarding. Competitors cannot replicate this methodology overnight, and without a structured implementation layer they cannot drive adoption at the depth required to create the same stickiness or the same switching costs.
Community
The peer community built around NewCo is the most powerful long-term distribution and exit asset. Every family that goes through implementation becomes a warm, pre-qualified referral source. For any acquirer — particularly a private bank — this community is the premium. They are not buying software. They are buying access to the most financially significant families in the market, and the trusted infrastructure those families run on.
04 — Business Model
Pure subscription. Founding members get a lifetime 35% discount.
Two customer segments. Both annual subscription. Founding members receive a permanent 35% lifetime discount — their price never moves to standard regardless of future price increases. No one-off payments. No transaction fees. No AUM percentage. No complexity.
Family Workspaces
Tier
Standard / yr
Founding / yr
Foundation
£8,000
£5,200
Professional
£13,200
£8,580
Enterprise
£25,000
£16,250
Founding discount: 35% off, permanently. Locked at first subscription. Never increases as standard prices rise over time.
Advisor Tiers
Tier
Standard / yr
For
Free
£0
All invited advisors — always
Pro
£4,000
Boutique practices, up to 10 workspaces
Business
£8,400
Advisory firms, up to 30 workspaces
Enterprise
£16,000
MFOs and private banks, unlimited
75–80%
Target gross margin at scale
8%
Annual family workspace churn — conservative given implementation depth
115%
Target Net Revenue Retention by Year 5 — tier upgrades exceed churn
05 — Five Year Projections
100 family clients in Year 1. Profitable from Year 1.
Based on 10% conversion of a 1,000-person warm network in Year 1. A conservative assumption given the depth of existing relationships with UHNW families, private banks, and MFOs. With 100 family workspace clients at launch, the business reaches positive EBITDA before the end of its first year — the £800K seed is the only external capital required.
FY1
FY2
FY3
FY4
FY5
Customer Growth
Family Workspaces — New per year
100
130
160
190
220
Family Workspaces — Active (cumulative)
100
220
362
523
701
Advisor Paid Tiers — Active
30
75
145
235
345
Total Paying Subscribers
130
295
507
758
1,046
Annual Recurring Revenue
Family Workspace ARR
£680,000
£1,496,000
£2,462,000
£3,556,000
£4,767,000
Advisor Tier ARR
£72,000
£195,000
£406,000
£705,000
£1,104,000
Total ARR
£752,000
£1,691,000
£2,868,000
£4,261,000
£5,871,000
ARR Growth YoY
—
+125%
+70%
+49%
+38%
Profitability
Gross Profit
£594,000
£1,352,000
£2,378,000
£3,621,000
£5,136,000
Gross Margin
79%
80%
83%
85%
88%
Total OpEx
(£462,000)
(£820,000)
(£1,300,000)
(£1,800,000)
(£2,350,000)
EBITDA
£132,000
£532,000
£1,078,000
£1,821,000
£2,786,000
EBITDA Margin
18%
31%
38%
43%
47%
External Funding Required
£800,000
—
—
—
—
Full five-year financial model with granular assumptions available on request. Family workspace ARR blends founding (35% discount) and standard pricing. Founding cohort ~60% of Year 1 additions. Advisor ARR blended across Pro, Business, and Enterprise tiers.
06 — Exit & Valuation
Private banks. Family offices. The natural home for this business.
The target acquirer is not a technology company. It is a private bank or multi-family office that wants to own the trusted operating infrastructure its clients run their wealth on. JPMorgan, UBS, Goldman Sachs, Julius Bär — institutions for whom owning the platform their UHNW clients rely on most is a strategic imperative, not a product decision.
Downside · 5× ARR
£29.4M
Exit valuation at Year 5
~5× gross
return on £800K seed
Base Case · 8× ARR
£47.0M
Exit valuation at Year 5
~8× gross
return on £800K seed
Upside · 12× + Strategic Premium
£91.4M
Exit valuation with 30% strategic premium
~15× gross
return on £800K seed
Returns shown are gross, pre-dilution. Strategic acquisition premium of 25–35% above pure ARR multiples is standard in private wealth M&A. Private banks historically pay above-market premiums for trusted client relationship infrastructure.
These institutions do not acquire for product features. They acquire for client relationship depth and the infrastructure lock-in that comes from being embedded in how a family manages its wealth.
Primary Target
JPMorgan Private Bank
The largest private bank globally by AUM. Serves UHNW and ultra families at scale. NewCo's zero-knowledge, family-owned architecture is the trust infrastructure they cannot build internally without destroying client confidence.
Primary Target
UBS Global Wealth Management
World's largest wealth manager. Aggressively building digital capability across UHNW segments. An acquisition gives them the coordination OS across their entire family office client base — and blocks competitors from owning it.
Primary Target
Goldman Sachs Private Wealth
Serves the highest net-worth tier globally. Significant technology acquisitions in recent years. NewCo's community and platform deepens client relationships at exactly the level Goldman competes on.
Primary Target
Julius Bär
Pure-play wealth management. Extremely acquisitive. Strong European and Middle East family office presence — the exact markets NewCo enters first. Platform acquisition differentiates them sharply from universal bank competitors.
Secondary Target
Rothschild Wealth Management
The most trusted name in family wealth globally. The NewCo platform and its embedded peer community extends their reach beyond direct client relationships to the broader UHNW market they cannot otherwise access at scale.
Secondary Target
Stonehage Fleming / Coutts
Leading MFOs with deep UK and European family relationships. Acquisition provides technology infrastructure to serve families below their traditional minimum — expanding their addressable market while retaining the trust layer.
The NewCo community changes the M&A calculus entirely. An acquirer is not buying software — they are buying access to the most financially significant families in the market, and the trusted platform those families run their wealth on. That combination commands a premium that pure ARR multiples do not capture. The community is the exit premium.
07 — Investment Terms
Four seats. No complexity.
InstrumentSAFE Note — Simple Agreement for Future Equity
Total Raise£800,000
Investor Seats4 — minimum £200,000 per investor
Post-Money Valuation Cap£3,500,000
Equity Offered~23% — based on £800K into £3.5M cap
InterestNone — no interest accrues on the note
ConversionAt next priced equity round — lower of the cap or a discount to round price
MaturityNo maturity date — no forced repayment timeline
Pro-Rata RightsAll four investors retain the right to participate in the next round to maintain percentage
Board RoleAll four investors join as strategic board advisors — active, not passive
MFN ClauseIf a subsequent SAFE is issued on better terms before conversion, existing holders benefit automatically
Use of Funds — £800,000
Capital allocated to reach a market-ready product with the first paying customers live within 6 months of full funding.
Engineering payroll (6 months)
£288K · 36%
Commercial & operations
£96K · 12%
Infrastructure & security
£64K · 8%
R&D & product
£56K · 7%
Marketing & founding campaign
£40K · 5%
Legal, company setup, G&A
£40K · 5%
Reserve
£216K · 27%
08 — Why This Investment, Why Now
Profitable in Year 1. Category unclaimed. Entry point that will not exist again.
The window is open now
The family office software market is attracting institutional attention — but no one has built the coordination OS, and no one has the distribution architecture to drive adoption where trust is the primary purchase criterion. The category is unclaimed. That changes once one platform reaches critical mass.
Self-funding from Year 1
With 100 family workspace clients at launch — a 10% conversion of the existing warm network — the business generates positive EBITDA in Year 1. The £800K seed is the only external capital this model requires. From Year 2, the business is fully self-funding from ARR, with no further dilutive rounds required.
Strategic exit, not financial
The exit is to a private bank or MFO that needs to own the trusted infrastructure its clients run their wealth on. JPMorgan, UBS, Julius Bär — institutions that pay strategic premiums, not just software multiples. The NewCo community is the asset they are paying for above the ARR.
This is a rare combination: a capital-efficient model that reaches profitability in Year 1, a founder with direct insider access to the exact market the product serves, a 1,000-person warm network ready to convert, and a clear exit path to the world's largest private wealth institutions. Four seats. One opportunity. The founding terms available now will not be available at Series A.
09 — Next Steps
For the four investors who want to proceed
Receive the full five-year financial model with granular assumptions
Introductory call with the founding team — confirming fit on all three criteria
Review and countersign SAFE note documentation
Transfer funds and confirm board advisor role
Founding workspace option
Investors who personally manage significant wealth — criterion two — have the option to participate in the founding workspace campaign as customers alongside their investment. This provides direct product experience from launch and locks in the permanent 35% founding lifetime discount.
Customer and investor relationships are documented separately. This is an option, not a requirement.
Total Raise£800,000
Seats Available4 investors — £200,000 minimum each
StructureSAFE Note — no interest, no maturity date