INSTITUTIONAL ADOPTION / THE PROGRAM
Build institutional blockchain programs that survive diligence and reach production.
Panasia helps banks, fintech and payment teams, asset issuers, market-infrastructure providers, and public-sector programs define the use case, select the stack and specialists, and move a governed pilot into production across Asia.
- Banks & market infrastructure
- Fintech & payment operators
- Asset issuers & fund platforms
- Custodians & wallet providers
- Protocol foundations
- Public-sector programs
Mandate before technology.
The work starts with the operating problem and ends with an accountable production sequence. Each engagement gives decision makers a mandate, architecture options, a partner shortlist, a proof plan, named risk owners, and production gates.
FOUR SERVICE WORKSTREAMS
04 / 09Four institutional workstreams.
Panasia is built for banks and market infrastructure, fintech and payment teams, asset issuers and operators, protocol foundations, and public-sector programs that must clear business, legal, security, procurement, and production review.
Strategy, use case, and mandate
Define the business process, asset, payment, identity, or coordination problem; test its value, constraints, owner, and success criteria.
Architecture and partner diligence
Compare protocol layers, custody, wallets, interoperability, data, security, and implementation specialists against institutional requirements.
Pilot, integration, and governance
Design the proof, coordinate technical and specialist workstreams, and set production, rollback, approval, and operating responsibilities.
The specialist boundary, stated
Licensed legal, tax, regulatory, and security advisers retain responsibility for their advice. Panasia structures the work so each of them arrives with the context to decide rather than to investigate.
From mandate to production.
Every workstream has an owner, evidence threshold, decision date, and next gate. Panasia coordinates the path while licensed legal, tax, regulatory, and security specialists retain responsibility for their advice.
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01
Mandate and decision memo
State the operating problem, accountable owner, target outcome, constraints, and stop conditions.
Republic of Korea from Seoul, Republic of Korea · CC BY-SA 4.0 -
02
Architecture options and shortlist
Compare viable stacks, counterparties, specialists, and integration paths against the mandate.
inmediahk · CC BY-SA 2.0 -
03
Proof plan and risk register
Design the smallest proof that resolves the largest legal, technical, security, or operating uncertainty.
Seoul Museum of History · KOGL Type 1 -
04
Production sequence and governance
Set milestones, approvals, integration ownership, operating controls, rollback, and specialist review gates.
Republic of Korea from Seoul, Republic of Korea · CC BY-SA 4.0
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The standards a program is measured against.
06 / 09MAS-licensed DPT institutions observed in the directory
38
Panasia Research — Singapore DPT counterparties, licence is the first check
roles to separate in a Hong Kong distribution chain
4
Panasia Research — Hong Kong stablecoin distribution, issuer to client
date of the MAS technology-risk notice applied to DPT licensees
2024-02-06
MAS Notice PSN05 — Technology Risk Management for payment service providers
Payment Services Act that still defines the Singapore perimeter
2019
MAS — participants in the Project Guardian industry group
MAS publishes the institutions participating in the Project Guardian industry group: institutional adoption is verifiable by naming the institution and its use case, never by naming the technology.
Evidence as of
RESOURCES
08 / 09Continue into the integration sequence or the markets where adoption is already regulated.
DISCUSS THE PROGRAM
09 / 09