Building a company is chaotic. Your finances don’t need to be. T:0 is an always-on agentic finance team for all the "quick questions" you’d never bother your accountant with. Now generally available.

Looking forward to hosting this hackathon!

Very practical embodied model! Lots of vertical products can be built ontop of this. Contests @ArmenAgha and team

YES!

This is how Australians view what being a badass is like the US? “Mad Max”? Would have thought John Wick or Gladiator. Good to know

Of course I’m partial to @airwallex, but I have to say @awxjack is putting on a masterclass today in how to respond to a public smear campaign

I hope @eglyman and @karimatiyeh are asking themselves if they are comfortable with politically connected investors in their company using a founder’s Chinese ethnicity and national-security as weapons against a competitor? @tryramp was valued at $44 billion just three months ago. Airwallex was valued at $11 billion. This is a company four times our valuation whose investors are using their political reach to turn a commercial rivalry into a Washington national-security fight. This is the anatomy of a smear campaign. Their investors have been attacking me and my company for months. This week a congressional letter about Airwallex is published and two of its most immediate and aggressive amplifiers are Ramp investors. What exactly are they afraid of? Airwallex spent ten years building global business accounts and financial infrastructure for companies operating around the world. Why not compete on the merits? Build the better product. Instead, Airwallex is being singled out for something utterly ordinary among global financial companies. Adyen has had a Shanghai team for more than a decade. PayPal, Checkout, JPM, Citi etc. many others operate in China to serve a global payments market. Why is the serious policy question not what security standards should apply to every global financial-services company? We welcome that question. We hired Coalfire, an A2LA-accredited FedRAMP Third-Party Assessment Organization, to independently evaluate our controls. Its published assessment described our security program as “intentional, structured, and forward-looking,” with controls that “go beyond minimum expectations.” We published the attestation. That should be the standard. Establish rigorous requirements for protecting American customer data. Independently test companies against them. Publish the results. Apply the same rules to Airwallex, Adyen, PayPal, Checkout and every other global financial company. The Committee’s letter itself says it “has not reached the conclusion that Airwallex has engaged in unlawful conduct.” There has been no finding of unlawful conduct here. Airwallex has instead opened its systems and controls to independent scrutiny. So why is Airwallex deserve to be on trial according to Ramp? I was born in China. I am an Australian citizen. My ethnicity is not evidence of allegiance to the Chinese government. It should not become a substitute for technical evidence simply because it makes an accusation more politically potent. National security is too important for that. Eric and Karim should ask whether this is really how they want competition in fintech to work. We have nothing to hide. We will keep answering legitimate questions, publishing evidence and subjecting ourselves to independent scrutiny. And after ten years building @airwallex, we are proud of what we actually compete on which is helping businesses operate and win globally.

This is trending towards running sota models on browser. I predict a lot more builders building browser based products in 27!

We did, in fact, find time for Topgolf... Though the results suggest we should stick to building t0.ai!

We started @Airwallex because operating globally was way harder than it needed to be. Ten years later, @mandala_econ estimates Airwallex supported $4.6B in economic benefits for Australia in 2025.

This is the best short explanation of why we're building t0.ai the way we are. My colleague @eya0’s essay makes the case that verifiability is inherently built into accounting and how it is the best suited vertical for trustworthy AI

Proud of my brotha @NotJackDavis. Long time coming. Can’t wait to see it

when you’re doing a time lab, T‑naught (T:0) on the x‑axis is your anchor (the point everything gets measured against) we basically want T:0 to be the same for your finances: the reference point you can always come back to & the baseline everything else makes sense against

AI isn’t coming for finance jobs so much as it’s coming for tasks It’ll erase the low-level reconciliation + bookkeeping and crank up the need for sharp finance brains at the strategic layer (pricing, CAC, expansion bets, decision-making, etc.)

Pretty much the best feedback we can get! Been really fun having you along from the early days!

So good to hear!! Love working with you too @lyronctk!

I’ll be on MTS at 2pm today to talk about @t0finance and why we think startup finance is going to look very different when agents can keep the books live and help founders understand the business in real time. Tune in!

A story I’ve never shared publicly: The acquisition of my previous startup (OpenPay) by @Airwallex almost didn’t happen because my accountant went on vacation. By the end of Q2 last year, I had all the books wrapped. When the Airwallex M&A team asked for numbers, I sent over Q2 plus my own estimate of where Q3 was landing. Good enough for the early conversations. Everyone was happy, we signed the LOI, and things were moving. Then a few weeks went by, and one of the last things left in DD was getting the books updated through the end of Q3. Important context: Q3 had been a breakout quarter for us, so I really wanted those numbers reflected before we closed. So I pinged my accountant. Nothing. Followed up, nothing. Followed up again, still nothing. This went on for almost two weeks until he finally replied and told me he was on vacation for the entire month and wouldn’t be able to touch anything for another three weeks. Waiting for him would have completely blown up the timing of the deal. I panicked and told him I’d pay extra. I explained that bringing in a totally new accountant mid-acquisition would mean getting someone up to speed on the entire history of the company while also trying to get through diligence. Pretty much the last thing I wanted to be doing. He just never replied. So I found a new accountant basically on the fly, then spent the next two days glued to calls, rebuilding the books, walking through every line item, answering questions, and trying to keep the acquisition moving at the same time. Thankfully, we got it done and the deal went through. But every time I think about it, I still can’t get over how ridiculous the whole thing was. You spend years worrying about product, customers, hiring, distribution, and all the things you think are going to make or break your company. Then one of the least “interesting” parts of running your business comes out of nowhere and almost derails your biggest moment. Since then, I’ve talked to a lot of founders who have some version of this story, and it ended up being one of the main reasons I started @t0finance. Your financial and ops layer should mostly just work in the background. The books should be current, the numbers should be there when you need them, and you shouldn’t have to start a fire drill every time something important happens. Would have preferred to learn that lesson before the acquisition tbh.