Rostro Group: Building the future of inclusive capital markets

Rostro positions itself as an “ecosystem of expertise and leading-edge solutions” enabling market participants at every level. In your view, what are the most meaningful shifts in capital-markets access and inclusion in the coming decade, and how is Rostro gearing its ecosystem to respond?

I foresee capital markets access expanding in a few key ways over the next decade. We can expect multi-asset access from a single account to become standard across both traditional and digital markets. Real-time, 24/7 connectivity will become the industry baseline. And smarter risk and credit infrastructures will emerge, allowing broader participation without compromising stability.

I’ve referred to Rostro’s ecosystem as future-proof on many occasions, because we are geared for these developments. We’re not just anticipating the future, we’re building it. Our ecosystem already integrates retail access through Scope Markets, institutional liquidity and prime services through Scope Prime, and an expanding suite of digital asset, payment, and banking capabilities within the Group. All these components already factor in elements mentioned above, from single accounts to always-on connectivity and superior risk infrastructures.

The bespoke solutions model that Rostro offers institutional clients emphasises scalability, performance and revenue potential. From your vantage point, what does scalable performance now mean in an age of AI-powered trading, low-latency execution and regulatory uncertainty?

Scalable performance today isn’t just about trading faster or handling higher volumes. It’s about replicating stability, precision and efficiency at scale, even as market conditions, technology and regulations evolve.

In an AI driven, low-latency world, scalability means combining deterministic execution with adaptive risk management and capital efficiency. True scalability also includes governance: building systems that can grow without breaking compliance or liquidity integrity.

At Rostro, that’s what we mean by scalable performance; we believe in growth with control, and automation with accountability. This is a constantly evolving part of the job as financial markets and the environment we operate within are constantly changing shape and pace.

On the retail side, Rostro’s multi-asset offering via its global arm signals a trend of democratised market access. How do you balance the competing demands of expanded retail participation, regulatory risk, responsible investing and the pursuit of traded-asset innovation?

Expanded retail participation is very much in line with our mission to make financial markets more inclusive. There is indeed a clear trend toward the democratisation of market access, and we’re proud to be at the helm of it. When it comes to innovation, it doesn’t mean racing ahead of regulation; it means working with it and being part of creating a smarter, yet safer, retail landscape.

Responsible investing is exactly what allows us to keep building sustainably. Our diversified structure integrates real time-risk controls, multi-LP execution, and conservative collateral and liquidity buffers. These measures ensure we stay insulated from disorderly markets, while giving our clients the confidence to invest in a system which is resilient and responsible.

It’s something very unique to have this complex institutional business built behind the innovative client-first retail brand. It’s an element of our design we put in place intentionally, so that retail customers could benefit in the long run.

Rostro emphasises future-proofing and future-fitting business performance across market conditions. What does future-proof operating infrastructure look like to you in financial markets, and how do you embed that mindset across Rostro’s entire portfolio?

For me, future-proofing when it comes to market conditions means being built for volatility. Markets move fast, so the only way to stay ahead is to design resilience into systems from the beginning. The Group has a wider range of income methods spanning primarily across transaction fee types, via commission, financing, spread capture, etc., which we introduced to allow us to absorb periods of low volatility, where fee incomes drive higher for the group but our principle business has a quieter period.

Beyond the technology, we build teams and processes that are fast and flexible and can adapt to whatever the market throws their way. Culturally, we institutionalise this via playbooks and post-mortems, so that discipline, preparedness and resilience forms part of our internal structure and DNA.

The group’s description highlights choice and action for clients across the capital-markets spectrum. In your leadership role, how do you create a culture that enables rapid client-centric innovation while preserving the rigorous controls, risk-management and compliance foundations critical in financial services?

It is a complex challenge, as in finance, you can’t have innovation without discipline. At Rostro, we’ve built a culture that gives our teams the freedom to create and the responsibility to do so within strong guardrails. We encourage an intrapreneurial mindset, so people are empowered to think like founders within their roles, but our risk, compliance, and governance frameworks are non-negotiable.

This balance allows us to move quickly, serve clients better, and still maintain the standards expected of a global financial group. It’s about trust and accountability. Teams have the autonomy to act, but also the clarity of process and oversight that ensures everything we do is safe, compliant, and aligned with client outcomes. That’s how we innovate responsibly.

We don’t always get this right, but the culture we have built is one where we openly learn and adapt to the improvements we need to make. “Fail early, fail often, fail forwards” is one of my favorite quotes, and one which we truly stand for at Rostro.

With trading platforms, liquidity solutions and multi-asset services evolving rapidly, what is Rostro’s perspective on the interplay between technology engineering (platforms, connectivity, latency), human talent (traders, risk-managers, strategists) and regulatory evolution?

In business, we often strive for harmony. Technology is what powers modern finance, but it’s people who make it intelligent and regulation that keeps it sustainable. You need all three working in tandem to achieve that harmony. At Rostro, we invest heavily in our infrastructure; fast, reliable connectivity and resilient pricing systems are a given, but what really drives performance is the expertise behind it.

Our trading experts, quant analysts, and technology teams understand how markets behave in real conditions. Then we have regulation, which to us is not seen as a limitation, but as a framework that ensures longevity. We build to the spirit of the rules, so when regulations evolve, our products can scale across jurisdictions with minimal friction.

It’s this balance between engineering precision, human insight, and responsible governance, that defines how we build the future of finance.

Looking ahead, what do you identify as the next frontier for Rostro’s ecosystem, whether geographic expansion, new asset classes, tokenised markets or ESG-driven flows, and what leadership qualities and organisational capabilities will be required to seize that frontier?

Our single unified customer facing product is something we have begun building out this year and will continue to evolve in 2026. It is the customer facing simplicity to the diverse complexity of what our group offers.

Next, we see three big opportunities ahead. First, the rise of tokenised markets that will sit alongside traditional financial rails, not replace them. Second, deepening our footprint across MENA and Asia from our UAE base, where innovation and regulation are moving in lockstep. And third, using data in smarter ways to create more efficient, customer value-added features.

To capture that future, leadership needs to be both principled and pragmatic. It’s about holding the line on governance, investing in the right people and partnerships, and staying relentlessly focused on client outcomes rather than hype. That’s how you build something that lasts; and that’s exactly what we’re doing at Rostro.