Slyde Consulting LLCFounder
Management and innovation consulting for financial institutions and the firms that serve them.
Slyde Consulting LLC · San Juan, Puerto Rico
Management and innovation consulting for regulated finance.
We advise banks, broker-dealers, ATSs and custodians — and the technology firms selling into them — on making something new actually happen inside an institution that cannot afford to get it wrong.
BanksIncluding neobanks & digital banks
Broker-dealersAnd regulated exchanges & ATSs
CustodiansAnd asset servicers
Technology firmsSelling into all of the above
01 — Services
Six practice areas.
Most engagements draw on more than one. The problems rarely arrive separately — a technology decision is usually an operating-model decision too, and both eventually become a leadership one.
01
Management consulting
Operating model, growth strategy, and the unglamorous work of making a plan executable. Most engagements start where a strategy exists on paper and has not survived the organisation.
- Operating model
- Growth strategy
- Business planning
- Board reporting
02
Innovation & product development
Turning a promising capability into a defined product — what it is, who it is for, what it replaces, what it costs. Working prototypes are part of the method: a screen settles arguments a document circulates for a year.
- Product definition
- Positioning
- Prototypes
- Pricing & packaging
03
Blockchain & digital asset infrastructure
Custody, tokenization, settlement and the vendor landscape — what to build, what to buy, and what is still a science project. Grounded in how these systems are examined, not how they are marketed.
- Custody architecture
- Tokenization
- Settlement
- Vendor diligence
04
Technology distribution & market entry
Route to market for firms selling into regulated institutions: the introduction, the diligence gauntlet, the proof of concept, the committee. Built on years of distributing financial products through the same channels.
- Channel development
- Introductions
- Procurement navigation
- Proof of concept
05
Programme delivery & change management
Adoption is a management problem before it is a technology problem. Sequencing, stakeholder alignment, and a cadence that carries a programme from pilot to production.
- Programme design
- Agile practice
- Change management
- Interim leadership
06
Leadership & executive development
Coaching and team development for the people who have to carry the change. Delivered inside a wider programme or on its own.
- Executive coaching
- Team development
- Workshops
- Maxwell methodology
A working screen settles arguments that a document circulates for a year.
Why every engagement gets to something you can click
02 — Work
Selected engagements.
Described without client names. Each exists as a running platform, not a concept deck. Further detail under NDA.
A digital bank, end to endBanking platform
Individual and business onboarding, a dashboard with monitoring embedded rather than bolted on, transfers across domestic, instant and cross-border rails, dual-control wire approval, and an audit trail built for examiner review. Bilingual by architecture — the regulatory disclosure set swaps with the jurisdiction from one codebase.
Biometric onboarding with no biometric databaseIdentity layer
Contactless palm enrolment for account opening, read beneath the skin surface where fingerprint and face systems are spoofed. The raw biometric is never retained — the scan becomes an irreversible hash, so there is no database to breach.
Payments rules as configuration, not codePayments engine
A dynamic rule and payments engine for the environment the GENIUS Act created — built so a policy change is configuration, not a development cycle.
Post-quantum encryption into financial institutionsDistribution mandate
Route to market for NIST-aligned post-quantum cryptography aimed at financial institutions — a category most know they must address on a fixed horizon, and few have started.
03 — Principal
Led by Troy Vanderburg.
Approximately two decades in regulated markets, mostly in the seat where someone has to answer for the decision. Troy founded The Alternative Investment Store, operating inside an existing FINRA member firm. It was in distribution that he encountered blockchain, and what it could do to global distribution markets for tokenized securities. He later led revenue for a tokenized asset platform, and now advises institutions and the technology firms selling into them.
The through-line is the same in every engagement: making something new acceptable to the people who are accountable for it.
Current
Former
10XTSChief Revenue Officer
Go-to-market for a tokenized asset platform serving regulated issuers.
2012 — 2019
The Alternative Investment StoreFounder
Built an alternative investment business operating under an existing FINRA member firm — the platform, the offerings and the distribution, inside someone else’s regulatory perimeter.
- Formerly licensed
- Series 3, 6, 7, 63, 65Held while registered; relinquished as outside business activities grew.
- Delivery
- Certified ScrumMaster (CSM) · Certified Scrum Product Owner (CSPO)
- Professional membership
- Maxwell Leadership Certified TeamMember — coaching, speaking and leadership development
- Faculty
- Financial PoiseSpeaker and contributor on digital assets and capital formation
- Based
- San Juan, Puerto RicoEngagements are rendered from Puerto Rico for institutions outside it, across the U.S. and Latin America.
04 — Approach
How the work runs.
A typical engagement moves through five stages. Most stall at the third — which is the one worth paying for.
01Concept
The idea, and the constraint nobody has priced in yet.
02Definition
What it is, who it is for, what it replaces, what it costs.
03Prototype
Something clickable. Where the real objections surface.
04Pilot
Diligence, procurement, and the committee.
05Production
Adoption, handover, and the second year.
i
Show it, don’t describe it
Getting to something demonstrable early is what brings the real objections to the surface.
ii
Define before you build
Most technology that fails inside an institution did not fail technically — it arrived without a clear answer to what it replaces and who signs for it.
iii
One table, not two
Product, engineering and the risk side belong in the same room from week one; much of the job is translating between them.
iv
Stay through adoption
Getting in the door is not the same as getting deployed, and advice left to implement alone is rarely worth what it cost.
Start with the problem, not the service line.
Most engagements begin with a short, unbilled conversation about what is actually stuck — the technology, the plan, the committee, or the team. Bring that; we will work out which of the six it is.
Book a 30-minute callor reach out below
Email
troy@slyde.consultingBest first step
LinkedIn
/in/troyvanderburgBackground and current writing
Office
San Juan, Puerto RicoAtlantic Standard Time (UTC−4)