Most independent wealth managers and family offices in Hong Kong are still in the early stages of integrating artificial intelligence into their advisory workflows. A smaller number have moved beyond experimentation and into structured deployment. Fewer still have built their entire operating model around AI from the ground up. Asia Green Family Office sits firmly in this last category, and its approach offers a distinctive lens on what a technology-native wealth management platform looks like in practice. At the recent Hubbis Independent Wealth Management Forum in Hong Kong, Dr Kimmis Pun, Managing Director and Head of Family Office at Asia Green Family Office, provided a detailed account of how the firm is using AI across both its client management and product offering functions. Speaking on the second panel of the day, Pun described a model in which agentic AI is not a supplementary layer but an integral part of the firm's architecture, from onboarding and portfolio monitoring through to product assessment and review triggers. Her perspective also extended to the broader competitive and regulatory landscape, with pointed observations on the generational dynamics reshaping the industry and the contrasting approaches of Hong Kong and Singapore's regulators. Key Takeaways A FinTech-Native Model : Asia Green Family Office emerged from a financial technology background, giving it a fundamentally different starting point for AI integration compared to traditional wealth managers. AI Runs Across Two Tracks : The firm deploys AI across both client management and product offerings, with each function supported by purpose-built agentic tools. Clients Have Their Own AI Agents : Individual clients are provided with AI agents that monitor portfolios, communications, and relevant market developments on their behalf. Reviews Are Event-Driven, Not Calendar-Driven : Portfolio reviews are triggered by news events and milestones rather than fixed quarterly or annual cycles. The Generational Shift Demands Digital Fluency : As wealth transfers to younger generations, firms that rely on traditional engagement models risk becoming irrelevant. Built From FinTech, Not Bolted On Pun was clear from the outset that Asia Green Family Office occupies a different position in the market from most of its peers. The firm's origins lie not in private banking or traditional wealth management but in financial technology. "Our company is actually having a very different parentage from all the other traditional wealth managers," she explained. "We came from a FinTech company. We have two exchanges. One is a green exchange with carbon credit and the other one is a digital asset exchange." This heritage, Pun argued, has shaped the firm's entire approach to AI. Rather than retrofitting technology onto legacy processes, Asia Green has built its advisory model around AI from the start, deploying what she described as the firm's own agentic AI built on Anthropic's Claude platform. For Asia Green, this has meant embedding AI into the two primary dimensions of the advisory business: client management and product offerings. Two Tracks: Client Management and Product Offerings Pun described a model in which AI operates across two parallel tracks, each with its own set of tools and processes. On the client management side, the firm uses AI from the point of onboarding through to ongoing communication and portfolio monitoring. "From the onboarding to the management communication and also for the portfolio management, and then they monitor their portfolios. This is one side, which we need to be mostly AI now," she said. The firm operates a hybrid model, retaining human relationship managers alongside AI tools. But Pun went further, describing a capability that few firms in the independent wealth management space have yet deployed: individual AI agents assigned to each client. "A client has their own AI agent to help them to monitor all these portfolios or communications or whatever," she said. The implication is a level of personalised, always-on service that would be prohibitively expensive to deliver through human advisers alone. On the product offerings side, Asia Green uses API integrations to assess fund providers and platforms, pulling products onto an internal shelf and then applying analytical tools to evaluate them against client-specific parameters. "When we are doing product offerings, we use API to assess all the fund providers including platforms," Pun explained. "We use the analytical tools to analyse what are the best for the customer. If they say, 'I want 20 per cent expected yield, I want a low volatility, how am I going to construct a portfolio?' So this is product offering." Event-Driven Reviews, Not Calendar-Driven One of the more practical distinctions Pun drew was between Asia Green's approach to portfolio reviews and the standard model used by most private banks and independent wealth managers. Rather than conducting reviews on a fixed quarterly or annual cycle, the firm's AI tools trigger reviews based on news events, market developments, and client-specific milestones. "We need to do the review all the time, the timely review whenever there's any news trigger, and then we may need to review it on milestones," she said. "Not say this quarterly or yearly as it is in the banks." The shift from calendar-driven to event-driven review cycles allows the firm to be proactive rather than reactive, surfacing relevant information and portfolio implications in real time rather than waiting for the next scheduled touchpoint. The Generational Imperative Pun was among the most forceful voices on the panel when it came to the generational dynamics reshaping the wealth management industry. Her argument was twofold: the transfer of wealth from older to younger generations demands that firms adopt digital-first engagement models, and the transfer of knowledge from senior to junior relationship managers presents an equally pressing challenge. "We are now in the biggest transfer of wealth from the older generation to the younger generation, and they are all the natives of the technology," she said. "If you are not really facing them and using the traditional way to handle them, I think that will be really amiss." The corollary, Pun noted, is that younger relationship managers entering the industry are already fluent in the tools that their predecessors are only now learning to use. "They use apps, they use agents, or whatever," she said. The challenge for firms is not to train the next generation to use technology but to ensure that the institutional knowledge held by experienced advisers is captured and transferred before it is lost. "We need to also have the generational transfer of our knowledge of the older RM to the younger RM," she said. AI, in this context, becomes not only a client-facing tool but a mechanism for preserving and disseminating advisory expertise within the firm. Singapore as a Regulatory Benchmark Pun also offered a pointed comparison between the regulatory environments in Hong Kong and Singapore. Having spent time in Singapore before joining Asia Green, she argued that the Monetary Authority of Singapore has taken a more proactive and encouraging stance towards financial technology. "Singapore compared to the Hong Kong government, they are more open," she said. "Ten years ago they already hired the specialists inside MAS to talk about FinTech. The Singapore government is actually moving towards being more liberal and encouraging the FinTech to do more for the financial industry." The observation carries weight at a time when both jurisdictions are competing to position themselves as the pre-eminent wealth management hub in the region. Embrace or Fall Behind Pun's overarching message was unambiguous. The competitive pressure to adopt AI is not a future concern but a present reality, and firms that delay risk falling permanently behind. "Competition is imminent," she said. "If we are not able to embrace the AI, then that would be just like a shortage. We need to really embrace AI." For Asia Green Family Office, that embrace is already well advanced. The firm's FinTech origins have given it a structural advantage in building an AI-native advisory model, but Pun's observations carry relevance for the broader independent wealth management community. The technology is available. The client expectations are shifting. The regulatory frameworks, while still evolving, are moving in a supportive direction. The question is no longer whether to integrate AI, but how quickly and how deeply firms are prepared to commit.

Source: Hubbis

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