I've worked as a quant in high frequency

trading $10 to hundred billion dollars a

day just you know the strategies that I

was responsible for $10 billion a day is

roughly the GDP of France I was earning

big fat paychecks as well but I felt

that I was wasting my life high

frequency trading is all about

exploiting market inefficiencies I saw

how much money we were making due to

simple structural design flaws in

existing markets people in trading just

want to make money so they can earn big

bonuses right I'm an founder and CEO of

QFX I used to work in the quan finance

sector before I realized a lot of

financial markets infrastructure is

broken and now we're building the next

24/7 global stock exchange which is

going to revolutionize trading we had

two major funds one was general catalyst

one was next venture partners round

collision 95 million valuation we

weren't making any revenues who were

pre-revenue raised 95 million valuation

the only point in raising venture money

is if you can be massive right like

truly massive then a VC will find it

very hard to say Uh,

you know, certainly a lot of people in

the US, I feel a lot of them could be

kind of pursuing an entrepreneurial path

because their future is so set. And for

me, it was really obvious to see given

my background. You know, obviously I was

born in India and then my friends came

to the UK. You know, they left behind a

lot in India to kind of start over in

the UK.

I studied maths at university. I started

thinking about what I wanted to do with

my life towards the end of my time at

Cambridge. We weren't very wealthy

growing up and uh job in quantitative

finance, quantum trading. It just paid a

lot of money. I had an option to do a

PhD as well, something more impactful,

but like the money was too good to pass

up. And after I left Cambridge 2020, I

worked at a Dutch high frequency trading

firm called Flow Traders for a year and

then I got headunted to an American firm

called Tower Research Capital where I

worked for almost 3 years. When you work

as a trader as a quant, first thing I do

when I get in, you know, not even when I

get in, when I wake up, I have my work

laptop. I check how much money we've

made. In quan, everything is data driven

and you're not doing trading by talking

to people. You're just looking at data

and you're trading from data. People ask

me for like a real world analogy. I

often say it's like running a car

dealership. Somebody runs a car

dealership. You can sell your car to

them. You can buy a car from them and

their job is basically to kind of have

an inventory of cars ready to sell. And

they buy cars at a little slightly lower

price and sell cars at a slightly higher

price. And the reason Quant Finance is

able to make so much money is because so

much volume trades in the markets. You

know, the S&P 500 future on CME, that's

one future, one product, trades $500

billion a day. That's like more than the

GDP of any country. But I think there's

a lot of cognitive dissonance amongst

quants and traders that they've kind of

convinced themselves because they're

earning big fat paychecks and you know,

I was earning big fat paychecks as well

that hey, you know, we're making a lot

of money. We must be doing something

good for the world. High frequency

trading is all about exploiting market

inefficiencies like futures that expire

for example. You know S&P futures expire

every three months because that

coincides with the time of the harvest

for certain crops in the Midwest.

There's no need for them to expire. If

they expire, what happens is people have

to sell the future, buy the next one.

They pay transaction costs every time

they trade and they lose money and high

frequency traders make the other side of

the money. No one in quant trading wakes

up in the morning and they think, "Oh,

how do I make the markets more efficient

today? How do I lower cost of consumers

every day?" People in trading just want

to make money so they can earn big

bonuses and I think Tower has really

really high quality of talent. So you

know a lot of my colleagues were

international math Olympiad medal

winners. There's this entrance exam in

India for like the top technical

universities called it. A lot of them

are ranked in kind of the top 50 in

India when they they did this test.

They're stuck in the same golden

handcuffs. You know they're getting paid

too much basically and they don't want

to leave. Quant finance has sequestered

a lot of very talented people in an

industry that basically adds no value to

the world and that was really the source

of the guilt. I felt that I was wasting

my life. Think carefully why you're

doing it. Think about honestly is is

this what you want to be doing in 5 7

years time. Almost nobody I spoke to

said they would still be in the job in 5

years time. A lot of them were like 2 3

years and I'll go do something else.

Like you know they're still there. So,

are they still there because they want

to be there or are they still there

because they failed to re-evaluate?

Towards the end of my time at tower, a

bunch of things happened in life that

kind of aligned that made me think that

maybe I should leave this and and build

a startup. FTX was a very profitable

business. They were backed by Sequoia,

very high valuation. I don't want to

defend SPF and say, you know what, he

did a good thing or the end justifies

the means. I think what he did was

clearly wrong. He does deserve to be in

prison. But I think on the innovation

side is a very successful company. A lot

of the product that they made was

actually really good. I think another

really interesting thing is that FTX did

try to go down the path of US licensing

and US regulation. FTX purchased an

exchange in the US. Interestingly, I'd

already had the idea to do this

exchange. what is now Q effect like

about 6 months before I have like a

burning desire to improve the markets

because I've worked on the other side of

the markets as a quant in high frequency

trading and I thought if the aim really

is to make markets more efficient why

don't you just improve the nature of the

market and improve the nature of the

design so that high frequency trading

firms don't make all this money which

they're just extracting from investors

and the market just becomes fairer that

way towards the end of 2024 early 2025 I

kind of pitched this idea to my

co-founder one my best friends. We've

known each other for a very long time. I

guess like since we were 18 pretty much.

Josh worked at Citadel, but on the

engineering side, he didn't know

anything about the exchange side of

things, right? He just called me like,

"Hey, I have this like crazy idea." I

was like, you know, this is so obviously

like a better market design that there

no way it doesn't exist in 5 or 10 years

time, right? And either the incumbents

get their act together or we do it. He

was like, "Yeah, like let's let's do

it." He left his job at Citadel, which

is one of the top hedge funds in the

world. job was going pretty well and I

had a lot of money saved up, I wouldn't

be under any financial pressure. Once

that side of the equation was solved for

and I had some decent money in the bank,

then I thought, okay, it's it's time to

do something that, you know, I want to

make my life's work. I left my job in

February 2025. You know, I was really

getting to the point where I was

thinking, hey, you know, can anything

really go wrong if I spend, you know, 2

3 4 5 years of my life, let's say, and

and things don't don't really work out.

You know, we applied for funding from Y

Combinator. We applied. You know, Josh

calls me and I'm like in Austria

watching some opera show. He's like,

"Oh, we got an interview. We got an

interview. We have to come." I flew the

same day back to London. They ask

questions that really test whether

you've got into the details of

understanding where the problem lies and

what the why now moment is like why is

now the right time to build this idea.

PG explain this to us. They don't think

about things like what's the probability

of this idea succeeding. They just want

to know the probability is bigger than

zero. Even if it's 1%, but it's a huge

idea and you're a good team, they'll

fund you. I'm aware that the company

we're doing right now, right, it's

either going to make me like $50 million

or zero cuz like exchange is like it's

not like a 10 mill business. Like it'

never be a 10 million business. It's

either zero or huge. And they said, "Is

this a huge idea?" And these guys the

right people to do it. The next day uh

we got the offer and then we like okay

and now that we have funding we can

probably build it. But building in

fintech is always tough because you

can't launch something and if it breaks

sorry to your customers, right? That's

like a real breach of trust. The hardest

day, it was during YC actually. We'd

actually launched the exchange

internally just to YC. We were kind of

forced by our partners to launch early

cuz they were like, "You need to do this

otherwise you'll never get user

feedback. Just just do it right right

now." I like very jetlagged. So, I work

with 3:00 a.m. My co-founder was there

and he's like, "Oh man, the exchange has

blown up." We looked at everyone's

result like somebody was plus $1

million, somebody was

$1 million. We

like, "Oh man, we only gave them like

$100 to play with. Like, how has this

happened?" So we had to basically spend

all day reconstructing what had

happened, figuring out how much money

everyone owed and how much they didn't

owe, reimbursing some people. That was

the first time we took a loss as a

company. We we had to say, "Oh, we're

sorry. It says that you're minus $100,

but we don't think this is right. We'll

just give you $100." Luckily, it was

still small scale. It wasn't like a big

loss for us. The issue was it really hit

home how difficult it is to build a 24/7

perfect fully available system that

keeps track of if you run something

24/7, like anything can go wrong

anytime, right? lightning bolt can

happen, fire in the data center,

whatever. We didn't sleep properly for

days after that cuz we were like, we

don't want this to happen in life,

right? Cuz if we do, it's game over for

us in exchange. I think the reason the

partners made us do it is to make

basically make us grow up and realize

the gravity of the situation we were in.

That was a really tough time. Both the

best days of our life and the worst days

of our life. We were working all the

time, like 100 hours a week, very

focused, uh very frenetic.

You know, there's some misconceptions

maybe about how fundraising happens in

Silicon Valley. It's very quick. If the

check size is less than 500K, typically

it's a 30-minute meeting and you get the

decision like on the call or just after.

If it's kind of a bigger check, then we

had a first meeting and then a second

meeting in person which was, you know,

both for 30 minutes, let's say roughly.

And day one, we had a bunch of angels.

We got some money and then we stopped

taking angel money. Yeah. Then it was

about the bigger funds. So, you know, we

had two major funds. One was General

Capitalist, one was next suspension

partners round 95 million valuation. We

weren't making any revenues. We were

pre-revenue. The only point in raising

venture money is if you can be massive,

but you have to be at like the huge

scale, then a VC will find it very hard

to say no. And I think you guys are

based in San Francisco. What's very

interesting for me kind of being in

London for a while, now we're in New

York. I think London, New York, people

are very concerned with how much money

someone has, how much money they make,

how much money they have in their bank

account, how much money they're going to

make in the future. Everything's about

money. San Francisco, people really, I

think, don't talk about that as much or

don't think about it as much. They're

much more concerned with, you know,

impact, that kind of thing. And it was

really useful to live in San Francisco

for like 4 months. HFT strategies don't

lose money, right? Like you can't even

lose money doing HFT. If you lose money

on a particular day, you get like an

email from your boss like what what the

hell happened. Silicon Valley approach

is like, you know, let's try and make

something that's going to make a billion

dollars in 5 years time, but don't even

think about the money, right? It's like

not even on the scale, which is like a

new way of thinking. That was a nice

part of being in San Francisco. You what

we wanted to do is make sure everyone

trades on the same equal playing field,

level terms. If you want to buy Tesla,

Treasure trades on NASDAQ exchange, but

the interface is through Robin Hood and

there's another intermediary which is

called a clearing house which basically

does the risk management and settlement,

right? It's that intermediation, three

separate companies involved in doing one

trade that should really just be done by

one company that's as most efficient as

possible. That's really what we're

offering on QX. Our pricing is

completely transparent, right? So, we

don't make money from this like profit

share agreement. We just make money from

fees. Our fees are as low as possible.

We actually give a lot of our fees back

to users if you kind of refer your

friends or whatever. It's similar to

Stripe if you want like a direct

comparison. Stripe really reduced the

frictions when it comes to doing

payments. We're reducing the frictions

when it comes to trading. And so much

money trades through financial markets

and days in ways that people don't even

understand that even if you make small

improvements, they have massive

downstream impact. I think the best

founders always have that, you know,

that the company they're working on is

their life's work, right? Like they want

it to be their legacy. It's more than

just money for them. And I was ready to

reach that stage where I was no longer

just thinking about the money. You know,

there's an element of me that's you

doing the current company for the money,

but there's also an element of, you

know, we want to go out there and be the

change in the world that we want to see.

And here's a very obvious change that I

see now that I think not a lot of other

people can work on. Is this what you

want to tell your kids that you spent

your life doing? Do you think this job

will still be around in 5 7 years time?

If you're still a young person, you

should be optimizing for learning and

optimizing for growth, not optimizing

for how much money you're making right

now.

I studied maths at university. I started thinking about what I wanted to do with my life towards the end of my time at Cambridge. We weren't very wealthy growing up and uh job in quantitative finance, quantum trading. It just paid a lot of money. I had an option to do a PhD as well, something more impactful, but like the money was too good to pass up. And after I left Cambridge 2020, I worked at a Dutch high frequency trading firm called Flow Traders for a year and then I got headunted to an American firm called Tower Research Capital where I worked for almost 3 years. When you work as a trader as a quant, first thing I do when I get in, you know, not even when I get in, when I wake up, I have my work laptop. I check how much money we've made. In quan, everything is data driven and you're not doing trading by talking to people. You're just looking at data and you're trading from data. People ask me for like a real world analogy. I often say it's like running a car dealership. Somebody runs a car dealership. You can sell your car to them. You can buy a car from them and their job is basically to kind of have an inventory of cars ready to sell. And they buy cars at a little slightly lower price and sell cars at a slightly higher price. And the reason Quant Finance is able to make so much money is because so much volume trades in the markets. You know, the S&P 500 future on CME, that's one future, one product, trades $500 billion a day. That's like more than the GDP of any country. But I think there's a lot of cognitive dissonance amongst quants and traders that they've kind of convinced themselves because they're earning big fat paychecks and you know, I was earning big fat paychecks as well that hey, you know, we're making a lot of money. We must be doing something good for the world. High frequency trading is all about exploiting market inefficiencies like futures that expire for example. You know S&P futures expire every three months because that coincides with the time of the harvest for certain crops in the Midwest. There's no need for them to expire. If they expire, what happens is people have to sell the future, buy the next one. They pay transaction costs every time they trade and they lose money and high frequency traders make the other side of the money. No one in quant trading wakes up in the morning and they think, "Oh, how do I make the markets more efficient today? How do I lower cost of consumers every day?" People in trading just want to make money so they can earn big bonuses and I think Tower has really really high quality of talent. So you know a lot of my colleagues were international math Olympiad medal winners. There's this entrance exam in India for like the top technical universities called it. A lot of them are ranked in kind of the top 50 in India when they they did this test. They're stuck in the same golden handcuffs. You know they're getting paid too much basically and they don't want to leave. Quant finance has sequestered a lot of very talented people in an industry that basically adds no value to the world and that was really the source of the guilt. I felt that I was wasting my life. Think carefully why you're doing it. Think about honestly is is this what you want to be doing in 5 7 years time. Almost nobody I spoke to said they would still be in the job in 5 years time. A lot of them were like 2 3 years and I'll go do something else. Like you know they're still there. So, are they still there because they want to be there or are they still there because they failed to re-evaluate? Towards the end of my time at tower, a bunch of things happened in life that kind of aligned that made me think that maybe I should leave this and and build a startup. FTX was a very profitable business. They were backed by Sequoia, very high valuation. I don't want to defend SPF and say, you know what, he did a good thing or the end justifies the means. I think what he did was clearly wrong. He does deserve to be in prison. But I think on the innovation side is a very successful company. A lot of the product that they made was actually really good. I think another really interesting thing is that FTX did try to go down the path of US licensing and US regulation. FTX purchased an exchange in the US. Interestingly, I'd already had the idea to do this exchange. what is now Q effect like about 6 months before I have like a burning desire to improve the markets because I've worked on the other side of the markets as a quant in high frequency trading and I thought if the aim really is to make markets more efficient why don't you just improve the nature of the market and improve the nature of the design so that high frequency trading firms don't make all this money which they're just extracting from investors and the market just becomes fairer that way towards the end of 2024 early 2025 I kind of pitched this idea to my co-founder one my best friends. We've known each other for a very long time. I guess like since we were 18 pretty much. Josh worked at Citadel, but on the engineering side, he didn't know anything about the exchange side of things, right? He just called me like, "Hey, I have this like crazy idea." I was like, you know, this is so obviously like a better market design that there no way it doesn't exist in 5 or 10 years time, right? And either the incumbents get their act together or we do it. He was like, "Yeah, like let's let's do it." He left his job at Citadel, which is one of the top hedge funds in the world. job was going pretty well and I had a lot of money saved up, I wouldn't be under any financial pressure. Once that side of the equation was solved for and I had some decent money in the bank, then I thought, okay, it's it's time to do something that, you know, I want to make my life's work. I left my job in February 2025. You know, I was really getting to the point where I was thinking, hey, you know, can anything really go wrong if I spend, you know, 2 3 4 5 years of my life, let's say, and and things don't don't really work out.

You know, we applied for funding from Y Combinator. We applied. You know, Josh calls me and I'm like in Austria watching some opera show. He's like, "Oh, we got an interview. We got an interview. We have to come." I flew the same day back to London. They ask questions that really test whether you've got into the details of understanding where the problem lies and what the why now moment is like why is now the right time to build this idea. PG explain this to us. They don't think about things like what's the probability of this idea succeeding. They just want to know the probability is bigger than zero. Even if it's 1%, but it's a huge idea and you're a good team, they'll fund you. I'm aware that the company we're doing right now, right, it's either going to make me like $50 million or zero cuz like exchange is like it's not like a 10 mill business. Like it' never be a 10 million business. It's either zero or huge. And they said, "Is this a huge idea?" And these guys the right people to do it. The next day uh we got the offer and then we like okay and now that we have funding we can probably build it. But building in fintech is always tough because you can't launch something and if it breaks sorry to your customers, right? That's like a real breach of trust. The hardest day, it was during YC actually. We'd actually launched the exchange internally just to YC. We were kind of forced by our partners to launch early cuz they were like, "You need to do this otherwise you'll never get user feedback. Just just do it right right now." I like very jetlagged. So, I work with 3:00 a.m. My co-founder was there and he's like, "Oh man, the exchange has blown up." We looked at everyone's result like somebody was plus $1 million, somebody was - $1 million. We like, "Oh man, we only gave them like $100 to play with. Like, how has this happened?" So we had to basically spend all day reconstructing what had happened, figuring out how much money everyone owed and how much they didn't owe, reimbursing some people. That was the first time we took a loss as a company. We we had to say, "Oh, we're sorry. It says that you're minus $100, but we don't think this is right. We'll just give you $100." Luckily, it was still small scale. It wasn't like a big loss for us. The issue was it really hit home how difficult it is to build a 24/7 perfect fully available system that keeps track of if you run something 24/7, like anything can go wrong anytime, right? lightning bolt can happen, fire in the data center, whatever. We didn't sleep properly for days after that cuz we were like, we don't want this to happen in life, right? Cuz if we do, it's game over for us in exchange. I think the reason the partners made us do it is to make basically make us grow up and realize the gravity of the situation we were in. That was a really tough time. Both the best days of our life and the worst days of our life. We were working all the time, like 100 hours a week, very focused, uh very frenetic. You know, there's some misconceptions maybe about how fundraising happens in Silicon Valley. It's very quick. If the check size is less than 500K, typically it's a 30-minute meeting and you get the decision like on the call or just after. If it's kind of a bigger check, then we had a first meeting and then a second meeting in person which was, you know, both for 30 minutes, let's say roughly. And day one, we had a bunch of angels. We got some money and then we stopped taking angel money. Yeah. Then it was about the bigger funds. So, you know, we had two major funds. One was General Capitalist, one was next suspension partners round 95 million valuation. We weren't making any revenues. We were pre-revenue. The only point in raising venture money is if you can be massive, but you have to be at like the huge scale, then a VC will find it very hard to say no. And I think you guys are based in San Francisco. What's very interesting for me kind of being in London for a while, now we're in New York. I think London, New York, people are very concerned with how much money someone has, how much money they make, how much money they have in their bank account, how much money they're going to make in the future. Everything's about money. San Francisco, people really, I think, don't talk about that as much or don't think about it as much. They're much more concerned with, you know, impact, that kind of thing. And it was really useful to live in San Francisco for like 4 months. HFT strategies don't lose money, right? Like you can't even lose money doing HFT. If you lose money on a particular day, you get like an email from your boss like what what the hell happened. Silicon Valley approach is like, you know, let's try and make something that's going to make a billion dollars in 5 years time, but don't even think about the money, right? It's like not even on the scale, which is like a new way of thinking. That was a nice part of being in San Francisco. You what we wanted to do is make sure everyone trades on the same equal playing field, level terms.

If you want to buy Tesla, Treasure trades on NASDAQ exchange, but the interface is through Robin Hood and there's another intermediary which is called a clearing house which basically does the risk management and settlement, right? It's that intermediation, three separate companies involved in doing one trade that should really just be done by one company that's as most efficient as possible. That's really what we're offering on QX. Our pricing is completely transparent, right? So, we don't make money from this like profit share agreement. We just make money from fees. Our fees are as low as possible. We actually give a lot of our fees back to users if you kind of refer your friends or whatever. It's similar to Stripe if you want like a direct comparison. Stripe really reduced the frictions when it comes to doing payments. We're reducing the frictions when it comes to trading. And so much money trades through financial markets and days in ways that people don't even understand that even if you make small improvements, they have massive downstream impact. I think the best founders always have that, you know, that the company they're working on is their life's work, right? Like they want it to be their legacy. It's more than just money for them. And I was ready to reach that stage where I was no longer just thinking about the money. You know, there's an element of me that's you doing the current company for the money, but there's also an element of, you know, we want to go out there and be the change in the world that we want to see. And here's a very obvious change that I see now that I think not a lot of other people can work on. Is this what you want to tell your kids that you spent your life doing? Do you think this job will still be around in 5 7 years time? If you're still a young person, you should be optimizing for learning and optimizing for growth, not optimizing for how much money you're making right now.