\n In an exclusive interview with Hubbis, Manish Jain, Co-Founder & Strategic Alliances, MProfit, and Anant Agarwal, Head of Growth & Partnerships, MProfit, discussed how India\u2019s private wealth market is becoming larger, more complex and more professionally managed.
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\nLiquidity events, listed family businesses, intergenerational change and the growth of family offices are creating a more diversified wealth landscape, while also exposing the practical limitations of fragmented reporting.
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\nFor MProfit, this is where technology has a tangible role to play. The firm provides investment analytics and administration software for family offices, UHNIs and business families in India, with a proposition built around consolidated reporting across entities, advisers and asset classes.
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\nThe opportunity is not simply to digitise what was previously manual. It is to give families and their advisers a clearer view of net worth, performance, allocation and governance, at a time when Indian wealth is being spread across more products, more structures and more relationships.\n <\/p>\n
Key Takeaways<\/p>\n
\n\tMProfit is solving for reporting fragmentation: The platform is designed to consolidate investment data across entities, wealth managers and asset classes, including stocks, mutual funds, bonds, PMS and AIFs.
\n\tIndia\u2019s wealth market is becoming more complex: Liquidity events and public listings are encouraging business families to diversify beyond their operating companies.
\n\tFamily offices are being created for governance as well as investment: Second-generation family members are increasingly using family office structures to manage capital outside the core business.
\n\tThe advisory market is fragmenting too: Experienced private bankers are leaving larger platforms to build boutique advisory businesses serving a small number of families.
\n\tTechnology partnerships are becoming more accepted: Wealth managers are increasingly open to using external technology providers rather than building every part of the stack in-house.
\n\tAI is relevant but not sufficient: MProfit sees AI as important, but not a substitute for secure data aggregation, accurate reporting and privacy-led infrastructure.
\n\tData security is central to adoption: Families are often as focused on privacy and control as they are on functionality, particularly when sensitive wealth data is involved.
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MProfit\u2019s starting point is the growing fragmentation of private wealth in India. As families diversify across investment products, entities, advisers and platforms, the challenge is no longer simply accessing opportunity. It is understanding the full picture.<\/p>\n
Agarwal described MProfit as investment analytics and administration software built for family offices, UHNIs and business families. Its core proposition is a consolidated dashboard that brings together data across entities, wealth managers and asset classes, while reducing the manual work usually required to assemble that information.<\/p>\n
\u201cThe core idea is simple,\u201d Agarwal said. \u201cFamilies want to know their overall net worth, but to get that bottom line they often need to manually aggregate data from disparate sources.\u201d<\/p>\n
That creates an operational problem, but also a governance problem. A family office cannot make informed decisions on allocation, performance or risk if information sits across multiple reporting formats and adviser relationships. MProfit\u2019s role is therefore positioned around clarity: helping families see what they own, how it is performing, and how it fits into the wider stewardship of wealth.<\/p>\n
The platform covers listed securities, mutual funds, bonds and alternatives such as PMS and AIFs. The wider value, Agarwal added, is that families can spend less time reconciling data and more time assessing the performance, structure and future direction of their capital.<\/p>\n
India\u2019s Wealth Market Moves Into a New Phase<\/p>\n
Jain sees India\u2019s private wealth market entering a more active phase, driven by liquidity events and changing attitudes among business families. Historically, many founders kept most of their wealth tied to the operating business. That is now shifting as families list part of a company, retain control, and use liquidity to build diversified investment structures outside the core enterprise.<\/p>\n
This is contributing to the creation of more family offices, particularly where the next generation does not necessarily want to remain fully tied to the legacy business. The family office becomes a way to professionalise capital, diversify risk and create a structure through which future generations can participate in wealth management.<\/p>\n
\u201cA lot of families are saying: we do not need to be 100% focused on the operating business,\u201d Jain said. \u201cLet us sell part of the company or profits and build a family office to diversify the family holdings.\u201d<\/p>\n
This shift has created opportunity for platforms that can support more sophisticated reporting, administration and oversight. As family wealth becomes multi-asset and multi-adviser, the need for consolidated infrastructure becomes more acute.<\/p>\n
Boutique Advisers and the Pressure on the Traditional Model<\/p>\n
The same market growth is also changing the advisory landscape. Jain said more experienced professionals are leaving established wealth management platforms to create boutique advisory firms, often serving only a small number of families.<\/p>\n
This trend reflects the importance of personal trust in the UHNW segment. While VC-funded wealthtech platforms may be able to scale across HNW clients, ultra-high net worth families still tend to value experienced advisers with long-standing relationships and a high-touch service model.<\/p>\n
The constraint is talent. Jain noted that senior wealth management experience in India remains relatively scarce, which has intensified competition for relationship managers and pushed compensation higher. That, in turn, can create commercial pressure inside advisory businesses.<\/p>\n
For MProfit, this strengthens the case for better infrastructure. Independent advisers and boutique firms may not want to build their own technology stack, but they still need institutional-quality reporting and administration if they are to serve families properly.<\/p>\n
From Building Everything In-House to Partnering Better<\/p>\n
Agarwal said one of the clearest changes in recent years has been the growing willingness of wealth managers to work with external technology partners. In the past, many firms tried to provide everything themselves: advisory, distribution, product manufacturing and technology.<\/p>\n
That model is becoming harder to sustain. Building a technology stack across multiple asset classes, reporting requirements and client needs requires investment, time and specialist capability. MProfit argues that wealth managers are increasingly recognising the value of partnering with providers that have already built focused infrastructure.<\/p>\n
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\u201cTechnology is difficult to build across different verticals,\u201d Agarwal said. \u201cSometimes working with a partner that complements your existing services is a much easier approach.\u201d<\/p>\n
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This does not mean technology replaces the adviser. Rather, it supports the adviser\u2019s ability to provide cleaner reporting, better client experience and more scalable administration. Agarwal said this acceptance of external technology has increased meaningfully over the past two to three years, particularly as family offices and wealth advisers become more operationally sophisticated.<\/p>\n
AI, Accuracy and the Privacy Challenge<\/p>\n
Jain acknowledged the importance of AI, but cautioned against treating it as a complete answer to private wealth technology. The firm sees clear potential in new tools, but many of the most important problems in family office infrastructure still depend on secure data aggregation, accurate information and privacy-led systems.<\/p>\n
This is particularly important in India\u2019s UHNW and family office market, where clients are highly sensitive about financial data. Jain said many families ask about data security and privacy before they ask about functionality.<\/p>\n
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\u201cThe first question is not always what the platform does,\u201d Jain said. \u201cIt is about data security and privacy.\u201d<\/p>\n
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That creates a balance for technology providers. On one side, AI tools are producing increasingly strong results and can create efficiencies. On the other, families may be uncomfortable exposing sensitive wealth data to third-party systems without clear controls.<\/p>\n
For MProfit, the next phase is therefore not about AI for its own sake. It is about continuing to build as a technology-first platform while maintaining the accuracy, security and privacy standards required by families and advisers.<\/p>\n
The Next Stage of Wealth Infrastructure<\/p>\n
MProfit\u2019s opportunity is closely linked to the direction of India\u2019s private wealth market. As more family offices are created, more advisers go independent, and more families diversify beyond operating businesses, the need for consolidated investment infrastructure is likely to grow.<\/p>\n
The firm\u2019s growth has not been sudden. Jain noted that MProfit has been building for 17 years, with the last two to three years bringing a faster acceleration as the market becomes more receptive to specialist technology. Its next phase will be shaped by the same forces now reshaping Indian wealth management: complexity, intergenerational change, adviser fragmentation and the demand for better governance.<\/p>\n
The underlying proposition is straightforward. Families do not only need more products or more advisers. They need a clearer way to understand, administer and govern the wealth they already have.<\/p>\n
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MProfit is partnering the Hubbis India Wealth Management Forum 2026<\/a>, taking place on Wednesday 12 August, from 9.00am to 4.00pm, at the Four Seasons Hotel, Mumbai, India.<\/p>\n