Setting the Stage.

We are in a global transition.

AI is reshaping capital markets, asset classes, and corporate structures. Wealth is moving to younger generations. Social media is losing users' trust and warping reality. People have a romanticised idea of what being offline means but lack understanding of the underlying implications. We are moving towards an incredibly siloed society.

All of this fractures how we operate, who we trust, and what comes next.

Blueprints are needed.

This is Chromata.

Individualism.

People are disillusioned with Corporate America. People crave autonomy, to craft their own legacy, to have flexibility. Wages are not rising at levels required to sustain life. The wage gap between online versus offline continues to push people towards careers on the internet.

This creates a ripple effect.

What happens when people don’t want to work for Adobe? When they’d rather make their own art vs sell a product to help other people make art?

What happens to a bank when there’s no analyst to answer the phones? Or to edit a deck? Or adjust the model?

When large quantities of people find independent opportunities, Corporate America suffers—not just in growth, but in relevance.

If a robot answers the phones at Goldman Sachs, why stay a client?

Capital flows to the family office in Tribeca with five clients and a La Marzocco.

Prestige does not mean scale, it means intimacy.

The benchmark that makes people care shifts—from name brand to personalised. From the idea of excellence to actual performance.

People care about people, not brands. That is where trust lies now.

Aesthetics are irrelevant if execution fails. Assouline in a lobby doesn’t equate to success.

Focus less on external image and focus more on results.

This is the new foundation.

Risk Factors.

We believe that AI and AGI pose a risk to corporations across the globe.

We focus on three domains most vulnerable to these shifts:

Banks + Finance

Innovation + Venture

Sports + Luxury

a) Banks + Finance

Declining university enrolments will reduce talent pipelines unless hiring models shift.

Trading and investing will become increasingly tech-led, decreasing headcount needs.

With a reduction to this extent in talent supply and human capital requirements, these firms will struggle to grow.

Lower growth impedes shareholder value. In combination with lower trust in institutions as we move towards a more isolated society, value shifts to boutique family offices.

People replace brands.

The trend moves from elite institutions to elite individuals.

We prepare family offices for that shift—and guide legacy players through the transition.

b) Tech + Venture

The next era demands tools for individuals—Palantir for a solo GP.

Decision making tools from investing to development to strategy will be more important than ever as we enter the next phase.

Companies that are simply using GPT with an aesthetic package will be replaced by the AI companies themselves. People will rely less on businesses—in the realms of wrapped AI, coding, organisation—run by others as they learn how to solve their own problems as society continues to self-educate on the tools available.

The edge lies in community and reality-building.

Capital becomes focused not only on physical experiences, biohacking, and real assets, but on meaning.

In a world where reality is manipulated and customisation takes over DTC, meaning will be the roadmap as to where consumers allocate discretionary spending.

On both an institutional and retail level, real assets continue to increase in value and importance. Finding which assets to invest in based on what will matter in a world where brands we know and love do not exist is critical.

These assets are changing. A Birkin may no longer grow by 13%. What asset increases the 20yr ROI?

Spot the gaps in the future market.

c) Sports + Luxury

As AI drives personalisation, brand risk increases.

Curating in-person experiences and maintaining long-term relationships with VICs is now foundational to both sports and luxury.

Leaders must evaluate:

1) What are the risks vs. rewards of being AI-averse?

2) How to position themselves as ‘outside of the AI noise’ without falling technologically behind.

3) How consumer preferences and discretionary spending changes impact real estate, retail experiences, product versus price mix decisions.

Find the upside without letting misinformed consumers be guideposts. Avoid the trap of mistaking information for signal.

The role of brands is to create culture, not comment on it. Shape it.

In a world where everything from NBA games to tennis matches can be self-generated by fans, experience is ever-more important to keep sports on a growth trajectory. This becomes the scarcity factor.

For sports to maintain as a growth asset, experiences need to feel not only like an event, but a value alignment and proof of access.