As Asia’s family offices grow in size, complexity and ambition, so too do the tools they require. Beyond portfolio views and product dashboards, a new generation of advisory platforms is emerging, focused not just on returns, but on the structure, balance and long-term intent of the estate itself. Dominique Jooris, Founder of WMCockpit, sat down with Hubbis to explain how his platform aims to redefine the architecture of wealth advice. In a wide-ranging conversation, Jooris outlined how WMCockpit enables Multi-Family Offices (MFOs), Single-Family Offices (SFOs), and private banks to build a more complete picture of client estates, integrating bankable and non-bankable assets, assessing intra-family allocations, and supporting scenario-driven decisions. The result: a holistic framework that prioritises balance sheets over sales pitches, and long-term alignment over short-term product flow.
Rethinking the Core Question: What Are We Managing?
Jooris is no stranger to private banking. Before launching WMCockpit, he spent years working with ultra-wealthy clients, many of whom, he recalls, didn’t always have clarity on what exactly they were managing.
“Too often, the question is framed around a single portfolio, or even a consolidated view across custodians,” says Jooris. “But that’s not the actual estate, only a fraction of it. The actual estate is the full picture, liquid, illiquid, financial, real, operating assets, liabilities, family obligations, and even emotions.”
WMCockpit is designed to help wealth advisers zoom out. Its estate mapping tool allows users to build a dynamic organigram of holdings, spanning public and private assets, cross-border real estate, operating companies, and intergenerational trusts. The platform also integrates mark-to-market data with infrequently valued assets like property or private equity, and supports scenario-based stress testing, portfolio consolidation and AI-driven insights in areas such as tax exposures.
“We allow our clients to model the impact of everything from currency movements to equity market movements” Jooris explains. “It’s not about saying ‘yes’ or ‘no’ to a product. It’s about asking: how does this investment fit the whole estate? Or how does it affect family dynamics or liquidity under stress?”
From Product Push to Purpose Fit
The shift Jooris envisions is not only technical, it is cultural.
“In traditional wealth management, a private banker might ask, ‘Do you want to buy this fund?’ But the more strategic question is: ‘Can your estate support more illiquidity? Does this create an imbalance across beneficiaries? Are we adding unnecessary currency exposure?'” he says.
By reframing the conversation around estate-level liquidity, family fairness, and long-term obligations, WMCockpit helps advisers offer more relevant and defensible guidance. “We move the conversation from product sales to asset-liability management,” he notes.
A typical example: a client wants to invest in a UK property but is pessimistic on sterling. Instead of liquidating assets in Singapore, the platform points at a more strategic approach, borrowing in sterling against Singapore-based holdings to naturally hedge the currency exposure created by the apartment in London.
“The client kept the portfolio intact, the bank earned interest on the loan, and we avoided a mark-to-market loss on the property. But the key was context. We looked at the purpose, not just the transaction,” says Jooris.
A Conductor, Not a One-Man Orchestra
For MFOs and SFOs, WMCockpit serves as a conductor’s baton, coordinating a diverse ensemble of internal and external experts.
“An MFO can’t do everything, underwrite a commercial property loan in Australia, for instance, but it can connect the dots,” says Jooris. “You might know a local mortgage broker who can, and if you refer the client, you’ll earn a retrocession while delivering the right solution to the client. That’s legitimate, value-adding orchestration.”
WMCockpit’s strength lies in helping these professionals manage complexity without losing sight of structure. Through its Secure Vault and estate analytics features, it allows wealth managers to clarify ultimate beneficial ownership (UBO), improve Know Your Customer (KYC) outcomes, and even identify overlooked next-generation situations.
“These aren’t just dashboards. They’re decision frameworks,” Jooris says.
Technology With Purpose: Reporting, Discipline, and Retention
At the platform level, WMCockpit is designed for utility, not novelty. It integrates estate-wide newsfeeds, tracks revaluation cycles across asset classes, and generates reports that support both internal discussions and regulator-facing compliance.
But beyond the tech layer, Jooris sees WMCockpit as a client-retention tool. “We become part of the rhythm of the advisory relationship,” he says. “You’re not just calling the client when there’s a new fund to sell. You’re helping them understand their wealth, and themselves, on a deeper level.”
The repository function, which houses critical family documents, adds further stickiness. And because WMCockpit leverages Artificial Intelligence (AI) to generate insights, not replace judgment, it becomes a tool for scale rather than substitution.
“We’re not saying AI will advise the client,” he clarifies. “We’re saying it can help the adviser ask better questions, sooner.”
Supporting Complexity Without Losing Clarity
One of the platform’s key differentiators is its ability to blend assets with different valuation frequencies, from daily-traded equities to real estate appraised every four years.
“You need to accept that your estate contains tightly and loosely mark-to-market assets,” Jooris says. “But you still need discipline in how you evaluate them side by side.”
This matters especially in family settings, where allocation fairness can have long-lasting implications. “We can help identify if one child was short-changed in an earlier distribution, or if one portfolio carries disproportionate risk,” he notes.
The system’s output is not only technical, it’s interpersonal. Better information enables better communication across generations, particularly when navigating succession planning or philanthropic goals.
Why Now? A New Age of Complexity
For Jooris, the timing is right. The rise of High-Net-Worth (HNW) and Ultra-High-Net-Worth (UHNW) clients in Asia, coupled with more institutional-style SFO and MFO structures, demands better tooling.
“Families are more sophisticated. They’re setting up entities across jurisdictions, investing in private deals, and managing cross-generational liquidity,” he says. “They can’t manage this from an Excel sheet or a quarterly bank report.”
WMCockpit is currently deployed across wealth firms with regional and global footprints, serving as a foundational infrastructure layer rather than a competing front-end product.
“Our value isn’t in replacing what exists, it’s in making it more complete,” Jooris concludes.
Building for the Long Haul
Ultimately, Jooris believes the wealth industry is evolving from transaction-centric models to structure-centric relationships. And that requires platforms that can look decades ahead, not just months.
“We’re not building a sales tool,” he says. “We’re building a structure that helps families, advisers, and institutions manage complexity, preserve harmony, and plan intergenerationally.”
In an environment where trust and transparency are more important than ever, WMCockpit offers a quiet but powerful proposition: clarity, alignment, and context, at estate scale.
For Dominique Jooris, the roadmap for WMCockpit’s next phase is anchored in three strategic imperatives: scaling client acquisition, enabling profitable customisation, and building institutional-grade infrastructure.
“The first priority is acceleration, more specifically, accelerating the onboarding of clients who can benefit from what we’ve built,” says Jooris. “We’ve created a platform that has been shaped by deep engagement with SFOs, MFOs, and private banks. And with features like AI-driven tax insight, holistic estate mapping, and portfolio consolidation now fully operational, the time is right to broaden our reach.”
But Jooris is quick to add that growth must be deliberate, not dilutive. The second key focus is on scalable customisation, especially for institutional clients who require more than an off-the-shelf solution. “Customisation is often treated as a red flag in the FinTech world,” he notes. “It’s where startups can lose control of cost, timeline, and scope. But we want to turn that model on its head.”
Rather than offering bespoke work at a loss, WMCockpit aims to tailor for clients who recognise the long-term value of the platform and are prepared to invest in its evolution. “If a client wants to use our architecture but integrate certain add-ons, maybe a bespoke reporting module or jurisdiction-specific structuring logic, we’re open to that. But only when it’s commercially sensible.”
The third priority is inward-facing: operational maturity. “We’re still running lean, and that’s served us well,” says Jooris. “Our technology stack, compliance functions, and even our company secretary are undertaken with external partners. But as we scale, we need to build internal capacity, especially in areas where stability and responsiveness are critical.”
That means gradually in-housing essential functions and moving toward a more vertically integrated model. “It’s about readiness,” he explains. “You can’t serve sophisticated clients at scale without reliable, controllable infrastructure.”
These three priorities, accelerated outreach, disciplined flexibility, and foundational robustness, aren’t simply tactical checkboxes. They reflect Jooris’s broader thesis: that enduring value in wealth technology comes not from rapid iteration, but from measured evolution, client alignment, and operational credibility.
“We’re not chasing volume for its own sake,” he concludes. “We’re building a platform that clients can trust, and that means getting the fundamentals right at every stage of the journey.”
Into the Future: The Boundaries of Wealth Are Shifting
Jooris doesn’t believe in making bold predictions for technology’s sake, but he has observed one pattern across the decades: what starts as cutting-edge soon becomes commoditised. And wealth management, in his view, is no exception.
“Forty years ago, simply accessing public markets was a value proposition,” says Jooris. “Buying a stock came with a 3 percent spread. Today, anyone with a phone can do it for cents, or less.” He traces a clear arc from discretionary portfolio management, once considered an art, to algorithm-driven robo-advisory, where diversified portfolios and passive strategies dominate. “What was once a bespoke service is now automated, benchmarked, and mass-scaled.”
Looking ahead, Jooris sees similar commoditisation creeping into other areas, particularly tokenisation and blockchain-driven finance. “There’s an enthusiasm now for turning physical assets into digital, tradable tokens. The idea is that everything can be securitised, mark-to-marketed, and made liquid. And yes, to some extent, that will happen.”
But he also sees limits. “You can tokenize a luxury villa, but you can’t live in a token. You might own 40 percent of that digital asset, but that doesn’t mean you have the right to sell the property. And once you deduct the layers of intermediary fees, the yield isn’t always compelling.” For Jooris, the true test is not feasibility, but purpose. “Are we building technology because it solves a problem, or just because we can?”
Still, the broader trajectory is clear: estates will become more digitised, more visible, and more integrated.
And that, he argues, brings about a more profound question: where are the boundaries of wealth? Citing a dystopian image from French writer Jacques Attali, Jooris recalls a line that struck him, of a future class of citizens “who have mortgaged everything, including their genetic code.”
“That may sound extreme,” Jooris concedes. “But think about it. Your life insurance premium already depends on whether you smoke. It won’t be long before your health data, your DNA markers, your ability to fight disease, these too could become economic assets. Maybe one day, you’ll patent your immune gene, license it to a pharma company, and it’ll be part of your estate.”
This, Jooris believes, is not science fiction, it’s a glimpse into the future of holistic wealth. “We’re moving toward a world where wealth isn’t just money or property. It’s health, data, rights, digital footprints, everything that defines how you live and survive in tomorrow’s society.”
And for platforms like WMCockpit, the implication is clear: wealth management must be ready to account for all of it.
Born and educated in Belgium, Dominique Jooris’s career path has been anything but insular. He pursued a classics-focused secondary education, Latin and Ancient Greek among his early academic languages, before making what he calls a “challenging leap” into financial engineering at the Free University of Brussels complemented by a formative year in Germany during an exchange programme.
His professional trajectory began at JP Morgan, followed by five years at Lehman Brothers, including stints in London and Tokyo. But it was at Goldman Sachs, where he spent a decade, five of those years based in Hong Kong, that he found his most intense professional groove. “Running Credit Capital Markets for Asia gave me access to a calibre of dialogue, client interaction, and problem-solving that was absolutely unique,” he recalls. “It was the kind of environment where I used 110 percent of my skillset, legal structuring, financial acumen, negotiation. That level of performance intensity is hard to replicate.”
Yet replicate it he did, albeit in a different form, when he transitioned into private banking, becoming Chief Executive Officer (CEO) of Pictet’s Singapore bank and Head of Wealth Management for Southeast Asia. “It was a day-and-night difference,” he reflects. “In investment banking, compliance is a binary, numbers-driven world, you call someone, get a yes or no, and move on. In private banking, you live in the grey, human-driven zone. Onboarding decisions, suitability, political exposure, these are all judgment calls. And there’s no manual for those.”
Now based in Phuket, Jooris lives with his Mongolian wife and two children, six and twelve years old. “Spending time with them is more than just a joy, it’s fulfilling,” he says. “There’s a narrative that caregiving is mundane. I disagree. It’s as demanding and pressure-filled as the workplace, and it delivers meaning on a different timescale.”
When not working, he finds respite in physical activity. “Distance running, golf, hill walking and ski touring, they’re essential. This job is high stress, and sometimes things go wrong, client feedback is constructive but tough, a software release’s deadline nears. You need a way to flush that out. For me, that’s movement. That’s endorphins.”
Asked what advice he’d give to anyone starting in this business, he doesn’t hesitate. “Plan for longevity. That’s 90 percent of success. You may get early traction, but scaling is unpredictable. If the idea works, the only difference between a startup and an established player is time.”
He adds with a note of realism: “Some clients won’t hire you because you’re new. But two years later, with the same product and same price, they will, simply because you’re still here. That’s survivor bias. But it’s real.”
Whether navigating the nuances of compliance, the emotional bandwidth of parenting, or the endurance game of entrepreneurship, Jooris brings a rare mix of clarity, depth, and staying power, qualities that continue to define his personal and professional journey.
