Transparency inside a firm built on complicated answers.

Trident Treehouse exists because every foreign founder Alberto met had been given different advice about the same law. He built the answer: an integrated firm where structuring, accounting, tax, immigration and legal sit together, now sixty-plus people across offices in Southeast Asia. The catch is the terrain. Tens of thousands of texts of law, government portals that share no logins and no timelines, nothing synced. Labour-intensive by design.

Alberto's brief was specific: the operating system exists to cut the hours his people spend on manual procedures, workflows and internal spreadsheets, so they spend those hours with clients instead. His business runs like private banking; no solution is off the shelf, and the quality of advice depends on the time spent understanding each person. Software, in his words, is just how you create those efficiencies. The system has to map the business first, then take the friction out of its fault lines.

He also refused to wait. No budget analysis, no board meeting, a decision from the gut of a man who has watched Kodak invent the digital camera and BlackBerry hold 80% market share three years before zero. Be ahead of the curve, learn the lesson early, reconfigure.

Alberto Furger on Kodak and BlackBerry2 min

6:26 to 8:06Watch the full interview →

Trident has slowed hiring on purpose. The plan is consolidation: let the operating system settle in, watch how people adapt, and hold the roster while the work per person grows. The target Alberto set on camera is double, double the workload, double the clients, on the same team. The human side stays human; the spreadsheets don't.