How LIQID grew from 0 to 3 billion in Assets under Management and built trust with both customers & partners – with LIQID Founder & CEO Christian Schneider-Sickert

About this episode

Christian Schneider-Sickert has achieved something many thought impossible with LIQID: making exclusive asset classes like Private Equity and Venture Capital accessible to a broader audience. In the latest Fintech Bakery episode, the founder and CEO explains how LIQID grew into a digital wealth management player with 3 billion in Assets under Management.

The Vision: Digital Family Office for Everyone

LIQID positions itself as a digital family office that combines traditional wealth management expertise with modern technology. The concept: What was previously reserved for ultra-high-net-worth individuals should be made available to a broader target group through digitization and scaling.

"We're democratizing exclusive asset classes," explains Schneider-Sickert in conversation with Fintech Bakery host Chris Püllen from NaroIQ. It's not just about access to Private Equity or Venture Capital, but about the entire experience of professional wealth management.

Trust as the Foundation in Fintech

One of LIQID's biggest challenges was building trust – with both customers and partners. Wealth management involves significant assets, and expectations for security and reliability are correspondingly high.

Schneider-Sickert emphasizes the importance of partnerships with established financial institutions. These cooperations not only help with regulatory compliance but also provide the necessary credibility. "You don't build trust overnight," says the LIQID CEO. "It requires transparency, consistency, and the willingness to stick to your principles even in difficult times."

Challenges in Customer Outreach

An interesting point of discussion was the changing tech image and its impact on end-customer outreach. While technology affinity was once a clear advantage, fintechs today must prove they also bring the necessary stability and trustworthiness.

LIQID has deliberately chosen a conservative approach: Instead of focusing purely on tech innovation, the company combines digital efficiency with traditional wealth management values.

Build vs. Buy: Strategic Decisions

A central success factor for LIQID was finding the right balance between in-house development and purchasing solutions. Schneider-Sickert explains the decision criteria: "We develop what constitutes our core USP ourselves. Everything else we buy or cooperate on."

This focus has enabled LIQID to scale quickly without diluting the quality of core services. At the same time, it reduces risk and accelerates time-to-market.

Transparency as a Sales Argument

For complex financial products that require explanation, transparency isn't just nice-to-have – it's a crucial selling factor. LIQID focuses on comprehensive education and honest communication about risks and opportunities.

"Our customers should understand exactly what happens with their money," emphasizes Schneider-Sickert. This philosophy particularly pays off in long-term customer relationships, which are essential for sustainable success in wealth management.

Partnerships as Growth Levers

Building strategic partnerships was another key to success. LIQID works closely with established financial partners and leverages their expertise and trust. However, these cooperations also bring challenges: different speeds, compliance requirements, and cultural differences must be mastered.

Schneider-Sickert shares concrete insights on how to successfully manage such partnerships while maintaining your own agility.

The Learnings for Other Fintechs

LIQID's success story shows that pure innovation isn't enough in the fintech space. Trust, transparency, and the right balance between tradition and innovation are crucial. Especially in wealth management, where customers seek long-term relationships, these values pay off in the long run.

For founders in similar areas, the episode offers valuable insights into partnership management, customer trust, and the strategic decisions that can lead a fintech from idea to 3 billion in Assets under Management.