The Story of Sedicii: Building America’s First Federally Chartered Crypto Bank

The Story of Sedicii: Building America’s First Federally Chartered Crypto Bank

In a recent episode of Category Visionaries, Rob Leslie, Founder & CEO of Sedicii, shared the unlikely journey of how a security research project at Stanford evolved into the first federally chartered crypto bank in United States history. It’s a story about contrarian bets, regulatory courage, and the patience required to build infrastructure for an industry that didn’t yet exist.

The Origin: A Security Problem Looking for a Market

Sedicii didn’t start with a business plan—it started with a technical insight. Rob and his co-founders were working on security research that would eventually become the foundation for their custody platform. But the path from academic research to billion-dollar business was far from obvious.

The founding team faced a fundamental question: who would actually need what they were building? “We had this thesis early on that institutions were going to be the ones that were going to drive this industry forward,” Rob explains. “And so we focused exclusively on institutions from day one.”

This wasn’t the obvious choice in 2017. The crypto world was dominated by retail traders and consumer-focused exchanges. Most startups were chasing millions of individual users, not a handful of institutional clients. But Rob and his team saw something different: they recognized that for crypto to become a legitimate asset class, it would need the participation of banks, hedge funds, and traditional financial institutions.

The problem was that these institutions had requirements that didn’t exist in the crypto world yet. They needed custody solutions that could meet regulatory standards, security requirements, and compliance frameworks that had been developed over decades in traditional finance. No one was building that. So Anchorage decided they would.

The Early Days: Convincing Skeptics

Building for institutions meant solving an immediate cold start problem: how do you convince traditional financial players to trust a startup with their digital assets? “We basically had to go out and convince people that we were the right team to build this,” Rob says.

The team leaned heavily on education. They weren’t just pitching a product—they were teaching institutions how to think about digital asset custody. “We spent a lot of time educating the market on what custody is, why it matters, what the risks are,” Rob explains.

This educational approach required patience. Enterprise sales cycles in emerging categories are long because you’re not just selling a solution—you’re selling the problem itself. Prospects need to understand why they have a problem before they’ll buy your solution.

But the investment paid off. Early customers became advocates, helping Anchorage expand into new segments. “Once you get a few customers, they start referring you to other customers,” Rob notes. The key was obsessive focus on service quality: “You have to make sure you’re delivering a really good product and really good service.”

Building Product in Partnership with Customers

As Anchorage gained traction, they developed a distinctive approach to product development. Rather than building in isolation and hoping customers would come, they built in tight partnership with their early users. “We were very customer-obsessed from the beginning,” Rob says. “We would basically build whatever our customers needed.”

This created a virtuous cycle. Each new feature built for one customer made the product more valuable for everyone. “Every time we added a new feature, it made the product better for everyone,” Rob explains.

But this approach required discipline and judgment. “You can’t just build custom stuff for every single customer,” Rob acknowledges. “You have to figure out what the common problems are and build products that solve those common problems.”

The team had to constantly balance short-term customer needs with long-term platform vision. Too much customization would create an unmaintainable mess. Too little would leave customers unsatisfied. Finding that balance became one of their core competencies.

The Charter: A Two-Year Bet on Regulation

The defining moment in Anchorage’s story came with their decision to pursue a federal banking charter. While most crypto companies were trying to minimize regulatory oversight, Anchorage was running toward it. “We always believed that regulation was coming and that the companies that were prepared for it were going to be the winners,” Rob says.

The decision to seek a charter wasn’t made lightly. “We spent probably two years working on getting our charter,” Rob reveals. “It was a massive undertaking.” It required building new infrastructure, implementing additional security measures, and satisfying regulatory requirements that no crypto company had met before.

The process tested the team’s conviction. Two years is an eternity in startup time, especially in a fast-moving industry like crypto. Competitors were moving quickly, launching new products and capturing market share. But Rob and his team believed the charter would create a moat that would be worth the investment.

They were right. “Having that charter opened up a lot of doors for us,” Rob explains. “It gave us credibility with institutions that otherwise would have been very skeptical.” More importantly, it gave them access to customers who could only work with federally chartered institutions—a segment of the market that competitors simply couldn’t reach.

Becoming the first federally chartered crypto bank wasn’t just a regulatory achievement. It was a strategic positioning move that fundamentally changed how institutions viewed Anchorage. They weren’t just another crypto startup—they were a legitimate financial institution that happened to operate in digital assets.

Scaling the Organization

With the charter secured and credibility established, Anchorage faced new challenges around scaling. The founder-led sales approach that worked early on needed to evolve into a repeatable process. “In the beginning, it was just us,” Rob says. “We were the salespeople, we were the product people, we were the customer support people.”

Building a sales organization for complex, regulated products required finding people who could navigate both worlds—traditional finance and emerging crypto infrastructure. “You need people who can talk to a CFO or a treasurer at a large institution and understand their problems,” Rob explains.

The team also had to develop methodology. “You have to have a way of qualifying leads, a way of moving them through the funnel, a way of closing deals,” Rob notes. They couldn’t just hire salespeople and hope for the best—they needed to document what worked and create systems that new team members could learn and execute.

The Future: Beyond Custody

Looking ahead, Rob sees Anchorage’s role expanding well beyond custody services. His vision is for the company to become fundamental infrastructure for the entire digital asset ecosystem. “Being a bank allows you to do things that non-banks can’t do,” Rob explains. “It gives you access to different types of customers, different types of products.”

The opportunity is massive because the industry is still in its early stages. As more institutions adopt digital assets, they’ll need increasingly sophisticated infrastructure—not just custody, but trading, lending, staking, and services that haven’t been invented yet.

Rob’s bet is that Anchorage’s regulatory positioning and institutional focus will allow them to capture an outsized share of this growing market. They’ve spent years building trust and credibility with institutions. As those institutions increase their digital asset exposure, Anchorage is positioned to grow alongside them.

The story of Sedicii is ultimately about patience and conviction. While others chased quick wins in retail markets, Rob and his team spent years building institutional infrastructure and navigating complex regulatory processes. That patience is now paying off as the industry matures and institutions become the dominant players they always believed they would be.