[Home office investment teams at wealth management firms are under increasing pressure to deliver personalized client portfolios that include meaningful international exposure. Yet achieving this has often proven difficult: managing direct holdings across multiple local markets introduces operational complexity, currency management issues, and cost inefficiencies. These hurdles have made it challenging for firms to scale custom strategies, particularly in direct indexing and separately managed accounts (SMAs), while meeting client demand for global diversification.

Pressure for a solution has been building as direct indexing experiences rapid growth with wealth managers looking to deliver tailored portfolios at scale. Clients are increasingly asking for personalization, and firms are looking for ways to extend this approach beyond U.S. equities into international allocations.

To explore the implications and solutions to this structural investment challenge, we spoke with Christine Berg, Managing Director, Head of Americas Index at MSCI, who has recently introduced the ACWI ADR Indexes. By leveraging U.S.-listed American Depositary Receipts (ADRs), the offering mirrors the familiar MSCI ACWI Index used by many institutional investors and asset managers, while adapting it for SMAs and direct indexing portfolios. The launch comes at a timely moment, with geographic diversification more relevant than ever amid global market shifts, and with firms needing practical tools to integrate international equities into client-focused strategies.]

Hortz: What is the main challenge home office investment teams face when building portfolios with international exposure?

Hortz: Constructing allocations across multiple local markets involves different trading rules, currencies, and regulatory standards. For teams designing SMAs or direct indexing strategies, that complexity can be an obstacle to personalization at scale. The ADR Indexes were created to remove those barriers, offering a straightforward way to trade in U.S. dollars through U.S. exchanges to achieve international diversification.

Hortz: How do these indexes compare to the traditional MSCI ACWI, and what types of ADRs are included?

Berg: The ACWI ADR Index is designed to look and feel like the MSCI ACWI Index – the same trusted benchmark used by institutional investors and asset managers – but expressed entirely through ADRs. This makes it a natural fit for wealth managers building SMAs or direct indexing portfolios.

The indexes include Level I, II, and III ADRs, all subject to liquidity screening. A key milestone was the inclusion of Level I ADRs starting in 2022, which substantially expanded coverage. Today, the ACWI ADR Index captures about 90% of the global investable universe, but in a format wealth managers can easily implement.

Hortz: From a wealth management perspective, what are the main benefits of the MSCI ACWI ADR Indexes?

Berg: There are three primary benefits.

First, exposure: firms can deliver true global diversification through U.S.-listed securities, which simplifies portfolio implementation and oversight.

Second, personalization: the indexes can serve as modular building blocks, enabling direct indexing strategies tailored to specific client objectives.

Third, efficiency: by mapping the ADR universe and applying investability and liquidity criteria, the framework reduces operational complexity and supports scalability.

Together, these benefits make it easier for wealth managers to bring institutional-quality global solutions to their clients.

Hortz: How do you ensure the indexes remain aligned with the parent MSCI indexes in terms of exposures?

Berg: We maintain strict alignment with the parent ACWI and related indexes. Index reviews are conducted quarterly, in line with MSCI’s Global Investable Market Indexes.

Additionally, constituent weights are calibrated so regional exposures remain within ±5% of the parent index. This ensures that ADR-based portfolios reflect equivalent global exposures and risk-return characteristics that institutions have long trusted.

Hortz: Beyond broad-market representation, can the ADR indexes be customized for wealth management use cases?

Berg: Yes. While the standard indexes provide a global foundation, they can also be customized to integrate client preferences, specific factor and thematic tilts, and even sustainability and climate objectives.

This flexibility makes them especially relevant for firms pursuing direct indexing, where personalization is a differentiator. By using this customizable ACWI ADR Index framework, wealth managers can deliver portfolios that reflect both global diversification and individual client values.

Hortz: What kind of performance and risk characteristics do these indexes provide compared with their parent benchmarks?

Berg: The ADR-based indexes are designed to closely track their parent benchmarks, so the risk and return characteristics remain aligned. Because of the liquidity and investability screens, sector and country exposures stay consistent. This allows wealth managers to have confidence that their client portfolios reflect the same underlying global market dynamics as the MSCI ACWI Index – just accessed through U.S.-traded instruments.

Hortz: Any other thoughts for wealth management firms exploring this offering?

Berg: We believe the timing could not be better. Wealth clients are increasingly demanding personalization, and direct indexing has emerged as one of the fastest-growing solutions in the industry. Until now, much of that innovation has been centered on U.S. equities. With the ACWI ADR Indexes, wealth managers can extend direct indexing into global markets – using the same modular, standards-based framework that institutional investors have trusted for decades.

At a time when geographic diversification is front of mind for many clients, these indexes provide a straightforward way to deliver it through U.S.-listed securities. We see this as a timely and scalable solution for firms that want to expand global access, personalize client portfolios, and bring direct indexing into its next stage of growth.

We welcome and encourage readers to visit us at https://www.msci.com/indexes/direct-indexing  to explore the full offering.

This article was originally published here and is republished on Wealthtender with permission.

About the Author

Bill Hortz

Founder Institute for Innovation Development

Bill Hortz is an independent business consultant and Founder/Dean of the Institute for Innovation Development- a financial services business innovation platform and network. With over 30 years of experience in the financial services industry including expertise in sales/marketing/branding of asset management firms, as well as, creatively restructuring and developing internal/external sales and strategic account departments for 5 major financial firms, including OppenheimerFunds, Neuberger&Berman and Templeton Funds Distributors. His wide ranging experiences have led Bill to a strong belief, passion and advocation for strategic thinking, innovation creation and strategic account management as the nexus of business skills needed to address a business environment challenged by an accelerating rate of change.

This article is an exploratory study of the structure, workings, and benefits provided by FinTech Accelerators, as shared by startup entrepreneurs who have undergone the process. In this case study, we are learning about the recent 2025 FinTech|X Accelerator program in Tampa Bay, FL, hosted by the non-profit, globally-recognized Tampa Bay Wave accelerator, in partnership with the FinTech Center at the University of South Florida’s Muma College of Business, which also included key local business and government sponsors such as U.S. Economic Development Administration (EDA), NIX United, and Shumaker, Loop & Kendrick.

The dedicated purpose of a FinTech Accelerator is to help early-stage FinTech startups and their Founders by providing tailored support to competitively hone their business models, rapidly scale their innovative solutions, and attract investment to propel that growth.

Besides bringing together and developing a cohort group of promising early-stage FinTech startups, these accelerators structure their programs to attract and meaningfully engage local/regional industry leaders, serial entrepreneurs with exits, domain experts as mentors, professors, and investors. This demonstrates that driving successful economic development and job creation through this program “takes a village” and strategic collaboration.

The following was the stated criteria for consideration to join the FinTech Accelerator:

• Early-stage startups leveraging proprietary, next-generation financial technology,
• Management team with a minimum of two full-time roles,
• Evidence of market validation,
• Investable, scalable business model,
• Viable business plan,
• Financial runway of at least 6-12 months,
• Ability to make at least two visits to Tampa throughout the program.

This year’s robust selection process produced the following geographically diverse cohort of 12 FinTech startup companies – ranging from young, first-time startup teams to experienced serial entrepreneurs and former executives from larger, established firms working in areas across AI technology, banking, payments, blockchain, crypto, wealth management, and real estate technology:

Artificial Intelligence Risk – a Greenwich-based firm that integrates high-risk AI safely and securely in heavily regulated industries like financial services and healthcare for governance, risk management, regulatory compliance, and cybersecurity. 

 Congruit Inc. – a St Petersburg-based next-generation credit bureau redefining how modern credit is assessed by leveraging real-time, behavior-based data.

Cove – a Toronto-based FinTech that lets financial and real estate firms launch entire AI native lending, insurance, and credit products in hours.

Cyder – a Toronto-based end-to-end loyalty platform that allows financial institutions to seamlessly issue, redeem, and integrate white-labeled rewards into everyday banking.

Guala – an Atlanta-based social point-of-sale and merchant wallet platform designed primarily for micro-sellers and businesses in the informal economy, helping them formalize their operations and grow.

HappiNest.AI – a St. Petersburg-based AI-powered platform that seamlessly automates the real estate leasing process from lead ingestion to lease signing utilizing AI agents to maximize net operating income.

Koinz – a financial wellness platform that connects students, parents, and campuses to better manage money, build credit, and create lifelong financial habits. 

Nuuvia – a Portland-based white-labeled loyalty platform that allows banks and credit unions to offer a modern, mobile-first youth and life banking experience to their members.

Odynn – a New York-based AI-powered, fully modular platform that helps fintechs, banks, card issuers, and travel companies launch embedded travel, loyalty, and rewards programs.

Oink – a San Diego-based crypto platform that rounds up your spare change and automatically invests it into a crypto wallet to lower the barrier to digital wealth for everyone.

Payfinia – a Portland-based embedded instant payments services provider for community financial institutions.

TANGGapp – a New York-based international peer-to-peer mobile transaction and payments app making sending money from the U.S. to the Philippines as easy as texting.

I asked these FinTech entrepreneurs to openly share their experiences and perspectives on their personal and business development journey through this unique modern form of business development support. I compiled their answers to the following questions, trying to uncover the nuances of the accelerator experience.

Have you had previous experiences with FinTech accelerators? How would you compare and contrast the different programs?

It is interesting to note that while a few of the cohorts were experiencing their first FinTech accelerator, most had previously participated in a number of different accelerators, with one firm having been in eight different programs. To be able to go to multiple accelerators, startups specifically went to nonprofit and externally funded accelerators that did not charge by taking equity, like the nonprofit Tampa Bay Wave accelerator, which is funded by federal, state, and local funds, as well as private donors.

They discussed the many different kinds of accelerators: fully virtual, in-person, or hybrid; time duration can be anywhere from a few weeks to three months or longer; large variances in the number and quality of courses, mentors, workshops, and business community outreach; and the way that accelerators support the founders, integrate advisors/mentors, and the amount of structure can be differentiated. Some accelerators designate specific advisors/mentors that startups have to meet, while other accelerators have a pool of mentors and startups can pick and choose the advisors that they want/need to work with. Some of them offer funding and then a few mentioned accelerators where their focus was less on the business and more about developing the founders themselves.

A key decision for many was to look for who the backers are, what networks the accelerator has plugged in, what relationships they can put them in touch with, and who the other members of the cohort are that can potentially become interesting potential partners. For others, it is being able to select from all of the different components of the accelerator programs to pick up the business knowledge where they had gaps or had not necessarily fully experienced before. It comes down to what value can be extracted from the accelerator and how it meets the specific needs of where the startup is in their development and the stage of challenges they need to address.

I would say the biggest differentiator for FinTech Accelerators is the specific networks and community partners they can provide you with. For example, some accelerators could have particularly large and strong relationships working with banks and credit unions. I know one of the founders with a community bank focus, already gained multiple clients from just being at that program. – Oink

Differentiation also exists where the overall program is tailored to each startup, in whatever stage of development and challenges they are in. While we are a startup, we are not early, early-stage, so we do not need the basics on issues like legal matters – we already have two sets of lawyers. But, as we get into business strategy, go-to-market strategies, branding, connections with investors and potential clients, and especially getting an outside view of our business, that’s incredibly valuable to us. It’s the expertise of the mentors committing time to the program and the fellow cohort’s feedback that is very valuable to us. It’s such a huge benefit that not doing it becomes a disadvantage. – AI Intelligence

 What was the selection process like to get picked for the Accelerator program? What did you learn from the experience?

The cohorts reported that the selection process started with a written application about what their product/service was, the problem that they are solving, what the unmet needs in the market that they are seeing, followed by a multiple interview process asking literally everything about their startups to see if they could articulate their business, vision for growth, operating knowledge, and the resources needed to accelerate the trajectory of their business.  

As importantly, the selection process helps accelerator leaders to determine if the founder and their team have the mindset and will to proactively take advantage of the resources of the accelerator program. Through this process, they have to be conscious of laying out why the accelerator should choose their startup over everybody else who has applied to the program. Some were lucky to come in on warm referrals from their investors or advisors who were aware of or part of Tampa Bay Wave’s extended global network, but they still had to go through the selection process.

A range of reactions were reported by the cohorts, mainly by newer startups to the process versus those that have had previous experience. Some were taken aback by the interview process, where many reported ten or more program leaders and mentors in a Zoom meeting rapidly firing questions about their startups. The questions were detailed enough that you could tell they did their homework; they went through your deck, your application, and remembered all the key information. Most startups appreciated interviewers’ precise questions because they felt it helped them think critically but also taught them how to answer those questions effectively. There were lessons learned not by traditional teaching methods but by a “trial by fire”.

Others who had been through other accelerators or funding presentations reported that they had experienced being thrown through the ringer before, having heard these questions many times before, and were well prepared for them.

Some of the questions grilled us about specific numbers, like what metrics do you need to get to $10,000 MRR (monthly recurring revenue). We were not anticipating a question like that. It drilled into us and taught us how well we must know everything about our business and how it operates to a high level of detail. – Oink

The selection process was like most of the good accelerators. It was all pretty straightforward. You spent an application online, then they followed up with a couple of additional email questions. We then had a preliminary meeting with the standard team. And then from there, we made it to the final interview, where the senior leaders plus accelerator mentors were on the call too. There were more people than I thought there would be, and it was rapid fire, but it felt like a relatively standard process. That’s how a lot of these other accelerators have been for us. So it wasn’t, I would say, excessive. There are others I have heard where it’s a really drawn-out process, where it could be like three or four hours. – Odynn

How was the structure of the 8-week accelerator program broken out? What were the key elements of support, and how was it delivered?

The FinTech Accelerator was structured as an eight-week program with the first and eighth weeks having mandatory in-person attendance in Tampa and the interim six-week timeframe in virtual mode back in their offices. They offered courses, workshops, one-on-one sessions, and panels with cross-industry community leaders/CEOs, serial entrepreneurs, accelerator mentors, and focused time for the cohorts to work and share experiences throughout the program.

Key elements were:

Introductions to the cohort – The accelerator purposely designed its program to build kinship between the cohort members. You could see it in the lunches, breaks, happy hours, dinners, and group events that were set up to engage founders to share experiences, current challenges, bounce ideas off each other, and build those conversations into a personal business network. They get to see what other cohorts are doing in the FinTech space, how they are running their financial operations, how they are making a dent in their space, and what strategic providers they use both upstream and downstream. All reported that it was interesting and helpful to have that diverse mix of founders at different stages of development with a wide variety of experiences across the FinTech space.

First week core startup education and specific support needed – through expert speakers and mentor roundtables, topics like having a strong legal foundation to build from; VC leaders explaining the current fundraising landscape; communication strengthening through fine-tuning 1min, 3min, 5min pitches; and organizing a community pitch night by assembling the right cross-section of accelerator business community partners and investors where cohorts can initially reach out for connections and ask for whatever support they need.

That first week was described by some as a “mentor surge” as the Accelerator had a diverse, built-in mentor network carefully assembled to address a wide range of startup and entrepreneurial needs and challenges. Mentor roundtables allowed Founders to go table-to-table and briefly discuss their firms, challenges, needs, and quickly determine which mentors can best help address their needs.

Introductions to local business community – The first week’s Demo Day introduced the cohorts and positioned them to present a brief pitch and explain what they are building. It put them front and center with local/regional investors and corporate leaders. It was described as business development heaven, with some cohorts reporting that they received solid interest and client leads from that first open event.

Interim six-week off-site: In the six weeks when we were back at their offices, there were still some educational panels on areas the overall cohort needed, such as how to utilize different tools and what specific services that were available through the Accelerator network. But mainly, this was time controlled by the startups to follow up on conversations and key mentors they met and determine which could be most helpful to their current efforts and challenges. They were expected to be proactive and instigate this follow-up. Accelerator coordinators were reported to go out of their way to connect them and help set the timing for needed discussions.

Besides the variety of sessions, they continued to offer mentor surges where you would get matched with different mentors, talk with them, and have different zoom breakout rooms where every 10 minutes you have these rapid-fire mentorship sessions.

There was a Slack group set up to access the online programming and from where they can message any of the staff members who can work with them on their most important topics, whether it’s fundraising, business development, or a request to connect with a needed resource. Many cohorts mentioned that one of the best parts about the accelerator is its huge network, not just in Tampa, but across the country and across the world. If they wanted to get in touch with a key person or resource, there was a good chance that someone on the accelerator team would be able to connect them.

During the interim six weeks, you need to deploy the perspective of someone who is running a business. You need to be able to dictate what support and assets you need, not have others telling you what you should be doing and what you should be attending. And that “muscle” is something that’s important to train because you do not have much time in a day, you cannot wait for someone from the Tampa Bay wave to tell you what to do. That is a very important skill that I think everyone should have if they are running their business. – Cyder

Final in-person week

The final in-person week had a long list of experts coming in from legal to wealth management to insurance on structuring vendor relationships and disaster planning for founders and their teams.

Their final Accelerator Pitch Night presented the cohorts to the financial backers and strategic partners of the Tampa Bay Wave accelerator to explain and position their services and offerings for investment.

There was a financial advisor who specializes in working with entrepreneurs who are getting ready to exit and how they should be structuring the deal to maximize the tax benefits. They showed an example of where an entrepreneur received an extra $30 million with proper planning. There were also specialized firms that just support FinTech companies, like an outsourced tech/IT development firm where – instead of hiring four fulltime tech people with carry costs – you could hire more talent from across the world at lower costs with some flexibility where you do not have to worry about firing someone if you need to slow your burn, you just cut out one of the outsourced developers. It was great to have some connections to additional resources that a FinTech startup needs for extra expertise. – Nuuvia

What did you find as the most beneficial aspects and practical takeaways from the accelerator program?

As we have outlined, the best and most practical takeaways from the program were specific to each individual startup and their most important challenges:

I think the biggest takeaway for us, being early-stage founders, was being introduced to the whole VC landscape, especially getting the attention of being in a serious accelerator program. Understanding how to navigate negotiations and know what you are shooting for, know your valuation, and how to pitch were very helpful for us. – Oink

The one thing that the Wave Accelerator did particularly well was that they actually forced you to hone your communication skills, to formulaically approach different types of conversations. We had to develop a one-minute pitch, a three-minute pitch, a five-minute pitch, and then they put you in different situations, including in a “speed dating” fashion, moving across 12 different mentor tables – that was 12 straight five-minute pitches with three minutes of feedback from each mentor at each table. It was an unbelievable learning experience on how to narrow and define our message so that people can understand us, because we think that we are being loud and clear, yet many times, they are not hearing us. We learned it is not what you say, it is what they hear that is most important. – AI Intelligence

All the Demo Day and Pitch Night presentations were super useful. Just getting the word out there on what you are building. There are a million startups out there, so if you can get your story out there and highlight it to investors and tell everyone about the use cases, then that’s awesome. It puts you out front in the center of attention. – Cove

 As to most helpful, the mentor access and round tables where you met with all of the advisors and asked them direct questions about our product, challenges, and received direct candid feedback, which was most helpful. They have the experience and expertise in FinTech, already doing the work in their respective fields that you would not otherwise have access to. – Koinz

What really struck us, which was amazing, was the community. That’s something we didn’t expect – how close you would bond with the other startups, how much that would help you in terms of learning growth, and how you would continue to help each other on an ongoing basis. It is a huge diversity of thinking and experience, which adds to a lot of learning. It was interesting. A lot of thought and experience makes for a great cohort as you see things from different perspectives that can help inform your own, make it better, help you see gaps that you might have missed on your own that provide that fresh pair of eyes. – HappiNest

To answer that question, let me give you a list: Number one, what I was looking for going in, is how do you understand your business enough to create a presentation to raise money that is going to be relevant to an investor who is looking to invest in you, not only as a business, but as a person. Number two, I think just the plethora of resources that I now have access to is super valuable because again, if I have a particular issue or challenge, I can reach out to one or more mentors to give me some guidance on that. Number three is all the contacts and networks for fundraising. Four, is the value of the ongoing connection with fellow cohort entrepreneurs and understanding what they are trying to accomplish, because we may be able to help each other along the way. – Nuuvia

Another key takeaway for many was the CEO roundtables, where the CEOs of the different firms were assembled and it was organized as a very intimate sharing session where cohorts could talk about things that are not going well. It produced very highly confidential, highly sensitive discussions to help each other and build trust. It was reported as a very impactful experience because it helped people bring their guards down, helped them be vulnerable, allowed people to talk about the real struggles that they were facing, and then also find solutions to those struggles in a very safe place. Founders were open to discussing their problems with revenue, employees, or whatever major issues they were dealing with. There are not a lot of venues where one can openly do that.

Any further insights to share with our financial services industry readers about participating in a FinTech Accelerator?

A few key comments were offered:

It’s important to realize that you get what you put in! We were told during the selection process that some entrepreneurs who come through don’t take full advantage of the program. It’s up to the founders as to how much value they pull out of it. There’s only so much you can control, but if you really put in the energy, you really make an effort to extract all the value from it, of course, it will be more valuable. – Oink

I would just say you need to go into an accelerator with very clear intentions in what you want to get out of the accelerator, and don’t be afraid to ask for the help or connections that you may need while you are in the program. – Koinz

General accelerators do not provide a whole lot of value added. You need to go to specific industry or regional ones… Look for who the backers are, what’s their network? Who’s plugged in, what industry and investor relationships can they get you in touch with.” – Odynn

We have been building this firm for years and that is why we need the reality check of an outside view… When someone like an experienced mentor looks at our deck for the first time and says,” I’m not really sure what you mean by this”, we have to fix it. It’s not about what we think, it’s about what they think because they have already been successfully doing it.” – AI Intelligence

I think a lot of success coming out of an accelerator program comes down to understanding your business. There are very new founders that come into accelerator programs that do not have a firm grasp of where their business should be, what they should be focusing on. Just understanding where the business is today, what specific support you are looking to get out of the accelerator, and having some sort of plan set up looking out over the next six months to a year, is what needs to get done. That would be the best play. – Cove

You can go through as many accelerators as you want, but it falls on founders to know how to leverage them most effectively. Ultimately, you are entering networks, you are getting a great deal of access, but you have to properly and thoroughly leverage those connections and opportunities. – Cyder

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The accelerator cohort’s feedback above underscores the substantial impact of a FinTech accelerator program on their startup’s journey to grow and scale. The program provided valuable insights into fundraising and the venture capital landscape; strengthened their networking, communication, and negotiation skills; and offered an ongoing platform to connect with other founders and industry mentors. Hopefully, this article on the FinTech accelerator experience can inspire other financial industry startups and entrepreneurs to consider joining accelerators to gain similar benefits and insights, and how best to go about the journey.

My thanks to the following founders for their generosity in sharing their experiences and perspectives:

Alec Crawford & Joe McMann of Artificial Intelligence Risk; Adyan Tanver of Cove; Will Christodoulou of Cyder; Nipun Dubey of HappiNest; Ashley Keyes of Koinz; Marcell King of Nuuvia; John Taylor Garner of Odynn; and Zevin Attisha & Andre Suaid of Oink.

This article was originally published here and is republished on Wealthtender with permission.

About the Author

Bill Hortz

Founder Institute for Innovation Development

Bill Hortz is an independent business consultant and Founder/Dean of the Institute for Innovation Development- a financial services business innovation platform and network. With over 30 years of experience in the financial services industry including expertise in sales/marketing/branding of asset management firms, as well as, creatively restructuring and developing internal/external sales and strategic account departments for 5 major financial firms, including OppenheimerFunds, Neuberger&Berman and Templeton Funds Distributors. His wide ranging experiences have led Bill to a strong belief, passion and advocation for strategic thinking, innovation creation and strategic account management as the nexus of business skills needed to address a business environment challenged by an accelerating rate of change.