By Sami Kellali, MAIA Technologies: Whether you’re a new manager launching, an established multi-strat or a single family office, today’s market environment is defined by unprecedented complexity. If you’re running multi asset strategies that demand tailored process and cross asset expertise, or operating under tighter regimes like liquidity management tracking, or trading global markets, this complexity is compounded by intense regulator and investor scrutiny. We regularly hear directly from firms that rely on legacy technology, Excel-based workflows or disparate trading tools that they are no longer fit for purpose as a means to evolve, scale and optimise their business.
Investors now expect more than alpha. Their demand for optimal service levels, responsiveness and operational sophistication has heightened becoming the market standard pre-requisite for selection.
“Prospective clients increasingly come over to us due to a recognition that adequate technology alone simply isn’t enough.”
Frank Glock, Chief Revenue Officer at MAIA
Critically, hedge fund launches must navigate intense ODD which involves forensic-level analysis of the manager’s technology and operating processes. In turn, the investor’s decision is heavily weighted towards the manager’s choice of service provider and the relationships they have fostered or indeed inherited from a legacy selection process. Frank Glock, Chief Revenue Officer at MAIA explained “Prospective clients increasingly come over to us due to a recognition that adequate technology alone simply isn’t enough. They regularly voice fatigue with their incumbent provider as they need agile technology, faultless delivery and responsive support, particularly when their business is to exploit dynamic swings and volatility in the markets.”
The Problem: Just Another Client…
The root cause tends to be consistent: onboarding took far longer than promised, timelines shifted and key features didn’t arrive or were delivered as clunky workarounds; square peg, round hole comes to mind. As a by-product of the respective vendor’s relative size, many describe needing to re-explain issues to different contacts, waiting in long, ticket-based queue systems, or receiving replies that don’t necessarily cure their specific issue. Without a consistent point of contact, the smallest of issues become drawn-out exercises breeding frustration. Often times the challenge goes deeper than just service interactions. Fees that were not made clear during the procurement stage begin to add up seemingly without meaningful justification. For today’s hedge funds, with all the moving parts they must contend with, managers aren’t looking for just another vendor. They need a hands-on partner who understands their business, is responsive and acts as an extension of their own team.
White-Glove Model – Concierge-Level Service
Picture returning to your favourite hotel after a year. They greet you by name, have your preferred drink waiting and as you check in, they say, ‘We’ve reserved the mountain-facing room as we remember that was important to you.’ You’re not just another booking… you’re a valued guest. That’s what white-glove service looks like.
In the hedge fund space, that translates to continuity from a dedicated team – direct access to the people who know your profile, your workflows and your goals. At MAIA, we embody the power of this model on a regular basis. We act as the faithful extension of the client’s team, often embedding onsite when needed, using Teams channels instead of generic support portals and bringing implementation and development teams into the sales process to endorse and own the roadmap from day one.
In our client-aligned and immersive service model, consistency becomes the cornerstone. Each team across the firm are joined-up and are introduced during early discussions (not after go-live) so what’s committed is what’s delivered.
Email chains, ticketing queues and disconnected call centres might work for some vendors but they wear down the client experience. Client-centric service models challenge that: dedicated teams, techenabled responsiveness and clear accountability. The result? Issues get solved faster, trust runs deeper and outcomes are delivered within clients expectations.
Co-Creation: Building Together
True partnership means building together. When clients co-create features with their vendors, the benefits go both ways – the client gets solutions tailored to their workflow and the vendor strengthens their platform for the broader market.
We see this in action when clients test new functionality, provide feedback and shape the platform around how they work, not the other way around. Open architecture makes this easier, an open platform with strong APIs empowers managers to integrate the tools they already rely on.
Innovation happens faster when the platform is open and the support team feels more like a dedicated project partner than a help desk. Daniel Mackey, COO at Protean commented “MAIA has been great at staying close to the business and continuously building their understanding of how we work. That responsiveness and flexibility makes them feel more like part of our team than just a typical vendor.”
Relationships First is the Future
Managers aren’t just buying software, they’re choosing a partner who can scale with them. One who’s responsive when markets are volatile, collaborative when things are calm and accountable when things go wrong.
The selection is strategic. More firms are embedding service expectations into their RFPs from day one – continuity, responsiveness and technical ownership. A dedicated team who knows you. Direct access to product owners and leadership. A model where the client’s success is the vendor’s success.
The future belongs to partners who understand that.
