INSIGHTS

INSIGHTS

Building a Better Bottom Line

Building a Better Bottom Line

After watching multimillion-dollar construction projects outrun the financial systems meant to manage them, Brendan Ginns and Kyle Jadevaia decided there had to be a better way.

Jessica Graves

As featured in VENICE, 2024

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THE VOICES

Brendan Ginns

CEO / CO Founder

Kyle Jadevaia

COO / Co Founder

The Problem Was Timing

By the time a $15 million home is finished, nearly every detail has been scrutinized to perfection. The stone. The millwork. The lighting. The custom front door. What may be considerably harder to see is whether the builder actually made money constructing it. Brendan Ginns knew that problem intimately.

After business school in Canada, Ginns returned to the Bahamas and joined his family's construction company, working his way through nearly every corner of the operation before eventually landing inside the accounting department. The closer he got to the numbers, the clearer the problem became: delayed reporting, and no real way to understand project-by-project profitability.

"My dad would typically work from a statement that, for the most part, was three months old. Sometimes, if we're lucky, two months old." — Brendan Ginns, CEO and co-founder

In luxury construction, that lag can be brutal. Labor costs shift, material prices rise, change orders pile up and hundreds of individual expenses hit the books while the information everyone is working from is already old. The problem wasn't a lack of accounting. It was timing.

Two Builders, One Idea

Several hundred miles away, Kyle Jadevaia was working on something remarkably similar. He had built a career in technology and sales, working with Fortune 500 clients including Twitter, AT&T and Equinix, then sold his own telecommunications software company through private equity for seven figures.

Both founders were independently building HOA management platforms when a mutual friend introduced them. The conversations soon moved beyond property management, toward sophisticated projects involving millions of dollars without an equally sophisticated way to understand the financial picture in real time. By the spring of 2024, the question had become deceptively simple.

"Wouldn't it be cool if every asset could have its own bank account?" — Brendan Ginns, on the question that became Asset Card

An Account for Every Asset

That question became Asset Card, formally incorporated in May 2024. Rather than funneling expenses from multiple construction projects through one traditional financial structure and sorting them out later, Asset Card gives each project its own financial environment. Spending, budgets, accounts and transactions can be viewed and managed around the individual asset as they happen.

Imagine a builder with several multimillion-dollar homes underway at once: Asset Card is designed to let that builder see what is being spent, where the money is going and how each property is tracking against its budget without waiting for the next accounting cycle. It isn't intended to replace accounting. It fills the gap before accounting, when there is still time to make a different decision. "The technology had finally become possible," Jadevaia says.

Ginns and Jadevaia aren't trying to change what gets built. They're challenging the way the business behind it has always been done.

The Problem Was Timing

By the time a $15 million home is finished, nearly every detail has been scrutinized to perfection. The stone. The millwork. The lighting. The custom front door. What may be considerably harder to see is whether the builder actually made money constructing it. Brendan Ginns knew that problem intimately.

After business school in Canada, Ginns returned to the Bahamas and joined his family's construction company, working his way through nearly every corner of the operation before eventually landing inside the accounting department. The closer he got to the numbers, the clearer the problem became: delayed reporting, and no real way to understand project-by-project profitability.

"My dad would typically work from a statement that, for the most part, was three months old. Sometimes, if we're lucky, two months old." — Brendan Ginns, CEO and co-founder

In luxury construction, that lag can be brutal. Labor costs shift, material prices rise, change orders pile up and hundreds of individual expenses hit the books while the information everyone is working from is already old. The problem wasn't a lack of accounting. It was timing.

Two Builders, One Idea

Several hundred miles away, Kyle Jadevaia was working on something remarkably similar. He had built a career in technology and sales, working with Fortune 500 clients including Twitter, AT&T and Equinix, then sold his own telecommunications software company through private equity for seven figures.

Both founders were independently building HOA management platforms when a mutual friend introduced them. The conversations soon moved beyond property management, toward sophisticated projects involving millions of dollars without an equally sophisticated way to understand the financial picture in real time. By the spring of 2024, the question had become deceptively simple.

"Wouldn't it be cool if every asset could have its own bank account?" — Brendan Ginns, on the question that became Asset Card

An Account for Every Asset

That question became Asset Card, formally incorporated in May 2024. Rather than funneling expenses from multiple construction projects through one traditional financial structure and sorting them out later, Asset Card gives each project its own financial environment. Spending, budgets, accounts and transactions can be viewed and managed around the individual asset as they happen.

Imagine a builder with several multimillion-dollar homes underway at once: Asset Card is designed to let that builder see what is being spent, where the money is going and how each property is tracking against its budget without waiting for the next accounting cycle. It isn't intended to replace accounting. It fills the gap before accounting, when there is still time to make a different decision. "The technology had finally become possible," Jadevaia says.

Ginns and Jadevaia aren't trying to change what gets built. They're challenging the way the business behind it has always been done.

The Problem Was Timing

By the time a $15 million home is finished, nearly every detail has been scrutinized to perfection. The stone. The millwork. The lighting. The custom front door. What may be considerably harder to see is whether the builder actually made money constructing it. Brendan Ginns knew that problem intimately.

After business school in Canada, Ginns returned to the Bahamas and joined his family's construction company, working his way through nearly every corner of the operation before eventually landing inside the accounting department. The closer he got to the numbers, the clearer the problem became: delayed reporting, and no real way to understand project-by-project profitability.

"My dad would typically work from a statement that, for the most part, was three months old. Sometimes, if we're lucky, two months old." — Brendan Ginns, CEO and co-founder

In luxury construction, that lag can be brutal. Labor costs shift, material prices rise, change orders pile up and hundreds of individual expenses hit the books while the information everyone is working from is already old. The problem wasn't a lack of accounting. It was timing.

Two Builders, One Idea

Several hundred miles away, Kyle Jadevaia was working on something remarkably similar. He had built a career in technology and sales, working with Fortune 500 clients including Twitter, AT&T and Equinix, then sold his own telecommunications software company through private equity for seven figures.

Both founders were independently building HOA management platforms when a mutual friend introduced them. The conversations soon moved beyond property management, toward sophisticated projects involving millions of dollars without an equally sophisticated way to understand the financial picture in real time. By the spring of 2024, the question had become deceptively simple.

"Wouldn't it be cool if every asset could have its own bank account?" — Brendan Ginns, on the question that became Asset Card

An Account for Every Asset

That question became Asset Card, formally incorporated in May 2024. Rather than funneling expenses from multiple construction projects through one traditional financial structure and sorting them out later, Asset Card gives each project its own financial environment. Spending, budgets, accounts and transactions can be viewed and managed around the individual asset as they happen.

Imagine a builder with several multimillion-dollar homes underway at once: Asset Card is designed to let that builder see what is being spent, where the money is going and how each property is tracking against its budget without waiting for the next accounting cycle. It isn't intended to replace accounting. It fills the gap before accounting, when there is still time to make a different decision. "The technology had finally become possible," Jadevaia says.

Ginns and Jadevaia aren't trying to change what gets built. They're challenging the way the business behind it has always been done.

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