Inside Wealthdoor: How Azer Karimov and Shiksha Anand Are Modernizing Investing
Wealthdoor began as a B2B wealth tech company, building tools for large financial institutions. When Azer Karimov approached the team as a client he saw an opportunity to expand its mission beyond enterprise software. Drawing on his experience, he helped steer Wealthdoor toward making goal-based, personalized investing accessible to everyone. His leadership and belief in financial inclusion led to his appointment as CEO, guiding the company’s evolution from a back-end provider to a platform reshaping how people grow and protect their wealth.
Wealthdoor’s co-founders, Azer Karimov and Shiksha Anand, come from very different starting lines but are running in the same direction. Azer spent years in private wealth at top U.S. institutions, while Anand is a Berkeley engineering student who saw a financial-literacy gap among her peers.
Their shared thesis is simple and bold: the future of investing will be goals-based, hyper-personalized, and delivered through technology. Wealthdoor’s platform reflects that stance with tools for goal setting, risk profiling, automated rebalancing, and API-first integrations that let institutions offer personalized portfolios at scale.
Why goal-based beats benchmark-chasing
Azer frames the philosophy plainly: “Our benchmark is someone’s specific goal. If we help them to achieve that specific goal, we will be happy.” That runs counter to the one-size-fits-all advice many first-time investors encounter.
Anand adds a practical on-ramp for new users. “Even if you invest 10 dollars a week or a month, that can become a huge sum of money,” she says. Together they are designing an experience that helps users identify and track their goals, then align investments to milestones such as tuition, a car purchase, or a first home.
Hyper-personalization at scale
Azer calls hyper-personalization the most expensive problem in wealth management because true tailoring demands time and understanding of a client’s values. “If you do not ask, you can miss that someone is against military stocks,” he explains.
Anand approaches the same issue from the user’s perspective. “We are breaking the complexity down to make it more digestible,” she says. In Wealthdoor’s design, investors can align their portfolios with what they care about – whether sustainability, faith, or other personal values – while the system adapts to changes in life or risk tolerance.
The bridge between wealth makers and wealth inheritors
Azer describes himself as a bridge. “I worked with the people who accumulated the wealth. Now those people are transferring wealth to Shiksha’s generation.”
That demographic link is central to Wealthdoor’s identity. Anand represents the new generation of investors who are more digital, more values-driven, and often less confident about money management. “Even if you do not know where to start, the app will suggest goals and make it step by step,” she says.
Azers institutional experience complements Anand’s insight into how her peers think about money, creating a partnership that connects two ends of a rapidly changing market.
From personal pain to product conviction
For Azer, Wealthdoor’s mission is deeply personal. “I made good money but I lost it all,” he recalls, citing a lack of financial literacy and planning earlier in life. That experience convinced him that investing must start with defined goals and access to professional-quality tools. “When you write down your goals and work a plan, you stay motivated,” he says.
Anand brings her own motivation: the absence of practical financial education in college. “Everyone can solve difficult math problems, but when it comes to investing and finance there’s a gap,” she says. That gap, she adds, leaves students unprepared for real-life financial decisions.
A growing market for accessible wealth tools
The market context is on their side. Digital wealth management is expanding quickly, as investors look for platforms that are easy to use and responsive to their goals. Wealthdoor positions itself not as a financial advisor but as a technology company that powers other institutions. Its enterprise tools let banks, fintechs, and wealth managers deliver goal-based investing through their own channels, offering faster onboarding and less manual reporting while keeping portfolios aligned to client ambitions.
Expanding across the United States and India
Wealthdoor is preparing near-simultaneous launches in the United States and India. Azer says the company already serves financial institutions globally through its core technology, while the new product direction focuses on individual investors. “We have teams in both the U.S. and India,” he explains. “Our engineering, marketing, and compliance teams in India have open eyes for the local market, and together we create the strategy.”
Anand adds that India’s transition to a digital economy makes it an ideal environment. “You have a lot of women who are homemakers with savings and they want a way to invest that helps their families reach their goals,” she says.
Culture of trust, instinct, and logic
Asked how they make decisions together, Anand answers first. “Trust is the first thing.” Azer agrees. “If there is no trust, you shouldn’t do it. Instinct creates the idea, and logic validates it.”
That combination shapes how they build products, with Anand drawing from empathy and user insight, and Azer from years of financial structure and strategy. Together they test ideas through discussion until they meet both standards.
The legacy they are trying to leave
Anand wants to empower young people, especially women, to take control of their financial futures. “You don’t have to wait for someone else to teach you or help you,” she says.
Azers vision echoes that purpose. “I want to make sure people do not lose their hard-earned money because of lack of knowledge,” he says. “We want to democratize high-quality, goals-based, hyper-personalized investing for everyone.”
If they succeed, Wealthdoor could redefine how institutions and individuals approach investing – not as speculation, but as a measurable, human process grounded in purpose. Their partnership reflects the same balance the platform aims to deliver: experience and innovation, logic and instinct, trust and technology.
