About Arca
Arca is a wealth management firm built from the ground up with AI. Most people get financial advice that's reactive: an annual check-in, a plan that's a document instead of a living thing, a relationship where you're one of three hundred clients your advisor is trying to remember. We think that's backwards. The kind of service that used to require a team of specialists behind you, the kind that makes you feel like the only person in the room, should be available to far more than the ultra-wealthy.
So we're building it. We're not SaaS — we are the wealth management business, rebuilding it from the inside with AI. Our platform is an Iron Man suit for advisors: it takes over the low-leverage work so they can focus on what actually requires a human, showing up with empathy, context, and judgment. Underneath, it keeps a living understanding of each client. It remembers the thing you mentioned once, six months ago. It notices when your life changes — a new job, a new kid, a market shift — and adjusts before you think to ask. You won't see the technology. You'll just notice your advisor seems to know you better than any financial professional ever has.
That's the product we're growing: client by client, on the strength of the experience itself. We started by acquiring firms managing over $1B in client assets, which gave us real advisors, real clients, and real financial outcomes to build against from day one. But acquisition was the starting line. The bet is that an advisor backed by this platform delivers something good enough that clients come to us on their own.
It's a $20T market, and we think it's ready to be rebuilt.
— Rron, CEO
The receipts
Stage: Series A, $64M raised
Backed by: General Catalyst, Index Ventures, Venrock
Board & Advisors: Former CEO of Vanguard, Former CFO of Schwab, Founder of Altruist, Morgan Housel (author of The Psychology of Money)
The team
We’re small on purpose. We’re a team of 12 based out of NYC and we’re engineering heavy with 8 engineers. We hail from high growth startups like Stripe, Ramp, Rippling, Plaid, Doordash, & Glean.
We’re fully in-office in Flatiron, five days a week—lunch together, coffee breaks, basketball games, happy hours.
The role
As Chief of Staff to the CEO, you are the company's force multiplier. You work on the priorities that matter most to the business, and you help build the functions and systems that keep it running and let it grow. At this stage, a lot of what matters most doesn't fit neatly inside one function, and a lot of it has no owner yet, so it lands on you. You'll run how the company operates day to day, own the cross-functional work that matters most, turn decisions into system, and explore new verticals.
Our mission is to automate the operational substrate of financial services so the human moments can feel extraordinary. You do the same thing for the company itself: put the systems in place that carry the operational load, so a small team can operate like a much larger one and spend its time where judgment and relationships actually matter.
What you’ll own
The business's top priorities. Whatever matters most and needs to get done now: a fundraise, a key hire, a partnership, a problem that's stalled. You take it on, own the moving pieces, and see it through.
The things that don't have an owner yet. A lot of what will matter most a year from now has no team and no title today: new growth channels, new functions to stand up, new ways to finance and fuel the business, the next vertical worth a serious look. You take these from a vague question to something that runs without you: sometimes a function you hand to a team, often a system that runs on its own. This is where a lot of your time goes, and where the role has the most room to grow.
Finding leverage across the company. With a small team and a lot of work, much of your value is making everyone else faster. You find the manual, repetitive work that's eating people's time and build a better way to do it, and you teach people to do it for themselves.
The kind of person who thrives here
You’re excited by ownership, ambiguity, and building things that matter.
You're an operator who gets stuff done. Given a vague, half-defined problem, you come back with it resolved rather than with a list of questions. You see the details through to the end, and you don't call something done until it actually works.
You're AI-pilled. You already use AI for hours a day, and it's changed how you work and what you think one person can do. Faced with a new problem, your first instinct is to reach for it, and you're hands-on enough to build something real rather than just ask someone else for it. If it comes to it, you'll dig into the code and ship a PR yourself. You'd reach for a better system before you'd reach for another hire.
You hold a high bar because of what's at stake. This is people's real money: their retirement, their savings, the plans they have for their families, in a highly regulated industry where mistakes have real consequences. You don't settle for good enough, and the stakes make you more careful, not slower.
You move fast, and you keep many things moving at once. You can hold a dozen unrelated threads without letting any of them drop, and you have a feel for which ones actually matter today and which can wait.
You’re someone people actually want to be in the room with. This is a 12-person team, one office, five days a week, working on problems that don’t have clean answers. Kind, direct, and low-ego, you can give candid feedback without being an asshole, and you’re genuinely energized by this environment (not just tolerant of it).
Why now is the moment to join
This is a narrow window with unusually high leverage.
We just came out of stealth, and we're growing fast. The team is intentionally small, the equity reflects that, and the ceiling is high. You'd be joining early enough that the work you do now directly shapes what the company becomes and what's possible next.
The advisor-facing product is being defined right now, by a small team that talks to advisors every day. We've just brought on our second firm—the real inflection point, where we start separating what generalizes from what was bespoke. The patterns you set become the foundation for every acquisition that follows.
The consumer product is a blank page. We've never built directly for consumers until now—no legacy, no template. Whoever takes this on defines what the experience even is.
The hard part is behind us, which means the interesting part is starting. The platform is live, the concept is proven, advisors have moved real client assets onto it. The work now is scaling a working system across four or five acquisitions this year—workflows, data, agents, reliability under real load.