How Tokenization Is Reshaping the Future of Investing
Opinions expressed by Entrepreneur contributors are their own.
My investment journey started over 10 years ago. Having invested in over 200 companies since then, I couldn't help but realize the need for a better infrastructure to close my deals. I'd set up a lot of SPVs and tools, and I invested in other providers building tools for investors and fund managers, but I needed fast, efficient and customized platforms.
However, the platforms I was looking for did not yet exist, so I adapted by creating my own tools to facilitate a smoother investment experience. This was when I realized that the tools I had developed presented an opportunity that met a significant market demand, specifically in the area of tokenization.
With a forecast to reach US$16 trillion by 2030, tokenized assets are tapping into a new generation of finance that extends beyond trading to include accessibility, compliance and more. From there, I found myself leading a venture that had tokenized over US$2 billion worth of assets for 20,000 investors across more than 1,500 funds.
Related: The Tokenization Revolution: Reshaping How We Own and Trade Assets
More to assets than just trading
While the projected value of tokenized assets elicits much excitement, it's crucial to examine what tokenization entails from a utility standpoint, so as not to lose potential in the excitement. Understanding why assets belong on the blockchain needs to go beyond the view of "digital wrappers" that are idle in wallets. Tokenization must be viewed as a key to doors that were once inaccessible, providing opportunities that were once unrealistic.
A good example of a door unlocked by tokenization is the tokenized stock exchange, a digital marketplace where traditional shares are converted into blockchain-based tokens. What this unveils is a quicker, more accessible and streamlined trading experience that transcends geographical borders and financial limitations.
Tokenized stocks offer investors globally the opportunity to own a slice of U.S. technology leaders, including Apple, Amazon or even a private company like SpaceX, without the need for a U.S. brokerage account. Tokenization will also permit 24/7 trading of public stocks from anywhere in the world. For private stocks, it will unlock significant liquidity for pre-IPO companies, which until now were viewed as very illiquid investments.
With geographical borders being removed, financial ceilings are also being lifted as high-priced assets are broken down into smaller units, bringing liquidity to markets that are typically difficult to trade. Take, for example, properties with multi-million-dollar value, and how fractional ownership can enable liquidity from retail investors.
Related: Why Your Business Assets Belong on the Blockchain
What about compliance?
The promise of tokenization, valued at US$16 trillion, is achieved through steps that consider not only utility but also due diligence and precaution. The truth remains that this is a nascent technology with much regulatory ambiguity and global inconsistencies. While the U.S. views digital tokens as securities under the jurisdiction of the SEC, some countries in Asia have yet to develop detailed regulations governing these tokens.
Countries are rushing to regulate the space, which drives even more adoption and safety to the industry. As an example, the U.S. Senate is looking to pass the Broker-Dealer Tokenization Act, a bill that would allow broker-dealers to operate in the tokenization space with a well-defined legal framework.
This is where one of the most potent elements of tokenized securities comes into play: the ability to directly encode compliance and regulatory requirements into the asset using smart contracts. This embeds compliance in a manner that reduces regulatory overhead, while ensuring market integrity is sustained, and delivers an efficient use of real-world assets among developers and end-users.
Exclusivity erodes through utility
The norm thus far has been one of exclusive access to primary investment instruments; however, this exclusivity will soon erode due to the advent of tokenization. While we recently saw news about the Circle IPO and other high-ticket crypto projects, the story was yet another case of institutional investors being the early birds that get the worm, as each share was priced at US$31 pre-IPO, opened at US$69, and closed its first day at US$83.23.
The arrival of tokenized equities, bonds and yield-bearing instruments is likely to cater to the appetite of both institutional and retail investors, with a lowered entry barrier, broadened access and a shift in opportunities for wealth creation. With tokenization gradually percolating the financial processes of today's economy, it would be no surprise to see the next game changer be access to early-stage gains, such as that of Circle's IPO.
Related: How This Finance Guru Created A Breakthrough Financial Service Platform
The next generation of finance
Moving forward in a world that is growing increasingly tokenized, we're already noticing shifts in the likes of tokenized private credit, with platforms having pushed the volume of on-chain loans beyond US$13 billion in assets under management.
This creates an inversion of the old mortgage model, where the token is liquid collateral tracked in real time and the borrower is priced by the pool. Invoices, revenue-share agreements and more can now be cleared in minutes on platforms that are monitored in real-time.
The approach of constantly online collateral can also be seen in the corporate world, with tokenized U.S. treasures having reached US$7.2 billion. If this isn't enough, then JPMorgan's first public blockchain treasury trade most definitely provides clear proof of concept.
These are some examples that demonstrate how tokenization can unlock the next generation of finance, tapping into the massive potential of this nascent space. The unicorns of tomorrow are those who see in this technology the opportunity to not just tokenize, but to enable the productivity of the assets tokenized in a manner accessible to all with transparency, compliance and security baked into its core.
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We teach our students that they should always look out for market opportunities and be strategic about their product portfolio. So I'd say we're doing what we preach. We've been working now for two or three years on identifying where the opportunities for us could lie. We already have a presence in DC, and it's a fantastic building in terms of location and amenities. DC is a great city for young professionals and students, so we saw this as an opportunity to expand our full-time MBA there. At the same time, we haven't previously had an executive MBA. As you probably know, we're a young school. Despite the fact that the market doesn't appear to be growing significantly, we've been successful in entering and gaining market share in other areas, and we hope to do the same with this program. I think we're offering a program that will be unique, and we believe we can differentiate ourselves as we've done with our full-time MBA. We're doing a lot at once and also taking advantage of the fact that we've become a leader in dual-degree programs. I think we have over a dozen graduate programs that couple together with the MBA. We've focused on making this opportunity available in an accelerated format, allowing students to step out from other graduate programs or complete their graduate programs and then do an accelerated MBA in one year. This way, they can get the depth of their functional area combined with the breadth of the MBA. We're also introducing the Master in Management (MIM), which is huge in Europe and has developed nicely in the US as well. Many students want to get business education earlier in their careers, some even at the undergraduate level. For us, as a graduate school, this means the Master's in Management, we're offering it both in-person and online. At a general level, the reputation of Carey Business School has grown significantly over the past few years. We have strong word-of-mouth. 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First, we're not the only tenant; it's a 'One Hopkins' building. The School of Advanced International Studies is there, along with a new School of Government and Policy. When you consider today's critical business issues and how closely they connect to policy and the international sphere, we think we can leverage those institutional strengths effectively. Our location is also strategically close to the Capitol and government agencies. Consequently, many companies maintain offices nearby. There are about 18 Fortune 500 company headquarters in the DC area, and nearly every major company has at least a small office. This proximity often allows us to engage CEOs who visit DC for hearings or meetings. When we learn of these visits, we can arrange events and bring these leaders directly to our students, which has proven beneficial in the past. We'll see how the demand shapes up. We've definitely seen an increase in applications over the past few years, and we hope this expansion will further drive that growth. We've intentionally been highly selective to maintain a relatively small program, allowing us to provide personalized attention to each student. I don't have exact numbers yet, but we can certainly update you once we have a clearer sense of interest. Primarily, it's the location and the ability to build on what we're already doing. We've leaned heavily into experiential learning, and this expansion will further enhance that. One new aspect is that we'll offer, I believe, six certificates students can pursue, including one in AI and business. Additionally, we have many electives from our Master of Science programs offered in DC, which will enrich the range of opportunities available to students. Similar to our full-time MBA, we know we can attract students interested in the health ecosystem and offer opportunities other schools might not be positioned to provide, thanks not only to our faculty but also the close-knit network we have with the School of Medicine, Public Health, Nursing, Biomedical Engineering, and others. That will certainly be one of our specializations. While we're not the only school offering health as a specialization in an EMBA, we've demonstrated success with it in our full-time MBA, so we're confident we can replicate that success. Additionally, as I mentioned earlier, our EMBA will have monthly residencies primarily in DC. We'll also include global courses and probably some activities in Baltimore, but most residencies will be in DC. That location allows us to easily engage professionals from industry and government, as well as leverage expertise from other parts of Hopkins. For example, when considering global business strategy, having someone from the School of Advanced International Studies who might have served in a prior administration adds unique depth and richness to our program. We believe we have a very strong offering. As to why we didn't introduce it sooner, this just feels like the right moment to launch. Yeah, that's a great question. First, I think it reflects the changing demands of students. With these dual degree programs, everyone is looking for something extra to differentiate themselves in their careers. It's not just students in public health, nursing, or engineering saying, 'I also want to get an MBA.' Even those pursuing careers in consulting are seeing firms value candidates who, for example, have a PhD in biochemistry alongside an MBA. Hopkins has a long-standing tradition of smart people doing challenging research, and that attracts not just dual-degree students, but also those in our regular full-time or Flex MBA programs. In fact, close to a third of our MBA students already hold a graduate degree. That speaks to the appeal of combining breadth and depth, which dual degrees provide. The second piece is about flexibility. Students want options in terms of program length, format, and affordability. If we can offer something shorter and more cost-effective than a traditional two-year MBA – especially for students who've already made a significant investment in another graduate degree – that's incredibly appealing. Online and flexible options are increasingly important as well. We've seen strong demand for our Flex MBA and also for our MS programs. We currently have six MS programs, and with the MIM launching next year, that'll make seven. Many students want to spread out the cost and time commitment, especially working professionals. So yes, I do think schools need to offer more personalization, more choice, and more flexibility to stay competitive. The biggest trend we're watching is digital health, especially the role of AI in healthcare. On the research side, there's a lot happening. We have the , which is primarily focused on research and policy. It brings together Carey faculty and faculty from the schools of nursing, public health, medicine, and biomedical engineering. There are over 150 core faculty collaborating on research and events around various issues. For example, we've hosted events on AI and aging, AI policy, and FDA policy changes related to AI-enabled medical devices. Many of our students take advantage of those events. We also have a focused specifically on this space, which continues to grow rapidly. We're seeing increasing student interest in entrepreneurial opportunities in this area. Another major area we're watching is policy change: how it impacts the market and how different sectors are responding. There's a lot of attention on areas like mental health, Alzheimer's care, home care, and telehealth. These all involve different approaches to improving affordability, access, and overall value in the system. It's an exciting time. There's a broad recognition that business plays a critical role in driving innovation and impact in healthcare. Johns Hopkins University Carey Business School's Baltimore campus. School photo This initiative responds to the ongoing transformation in healthcare whether through policy, digital innovation, or structural shifts. What we're hearing from many health professionals is that they feel a need to deepen their business knowledge to complement their clinical expertise. What's exciting is that we're partnering with the School of Medicine to deliver this program. Faculty and clinicians from both Carey and the School of Medicine will be involved. It's a multi-week academy with components delivered in person in DC and Baltimore, as well as in a hybrid format. The goal is to bring together leaders from across the healthcare ecosystem. We expect strong participation from healthcare systems, but we also anticipate interest from pharma, medtech, and biomedical device companies. These professionals may have brilliant innovations—a new device or a breakthrough in life sciences—but unless they understand the healthcare system they're selling into, how doctors and practitioners adopt new tools, and how to effectively launch their products, that innovation may not reach its full impact. So ideally, we'll bring together participants from across all these sectors to create a rich, collaborative learning environment. For now, it will be fairly general. We already have a one-year MS in Healthcare Management, offered both full-time and part-time, which tends to attract students who are specifically focused on the healthcare ecosystem. The MIM will be broader, more in line with most other MIM programs in the U.S. It's designed for students who likely don't have a business background or experience but recognize the advantage of gaining that foundation to launch their careers. They'll come in, and we'll educate them quickly on the core business skills they need. We're also launching the MIM in an online or flexible format, which is less common for these types of programs. That flexibility is important for people who can't take a full year off and need to continue working while pursuing the degree. It also opens up possibilities for students who start the program and later get a great job opportunity. They could take it and finish the degree afterward. We're still ironing out the details, but we see real opportunities in that flexibility. First, our facility in DC is really a game changer. We didn't have that two years ago. Rather than launching new programs as soon as the building opened, we decided to wait, let the dust settle, and see how it was being used. We've actually been planning this expansion for two or three years, and now the timing makes sense. The MIM reflects growing interest from students who don't have five to ten years of work experience but want to supplement their education with business training. We don't offer an undergraduate business major, so the MIM complements our offerings well. In fact, we've had interest from our own undergrads and others in the area who want to pair their undergraduate degree with a graduate business credential. We've been expanding our number of 4+1 agreements both domestically and globally over the last few years, and we're seeing a lot of interest in combining an undergrad degree with either a specialty master's, like in finance, or a more general degree like the MIM. If you look at PhDs in the U.S., a lot of them don't end up in academia. They go into industry or consulting. So while I'm not going to claim we're the first to do this, coupling a PhD with an MBA is still relatively novel. We've had many PhDs come to us after finishing their doctorate, looking to get an MBA. Now that we've thought more deeply about the structure of our full-time MBA, we've realized there's a real opportunity to formalize this interest into a dedicated, accelerated dual-degree product. So it's not like some magic pixie dust came down and made all this happen at once. It's really been the result of thoughtful planning that has just happened to converge at the same time. Six years ago, the focus was really on helping MBA students understand AI. What was this thing that was about to hit? At the time, the course was taught by who had students do some basic coding to demystify AI. He asked them to come up with an idea for a product or process that would be AI-enabled. We saw a lot of excitement right away. But today, the students coming in don't necessarily need to be introduced to what AI is, and they don't really need basic programming skills in the same way students did six years ago. Back then, introducing coding was a big innovation for business schools. That's changed. Now, it's more about understanding the trajectory of AI, how it's disrupting industries, and the ethical and regulatory questions that come with it. Instead of one course, we now offer several that integrate AI into functional areas. For example, students specializing in finance might take a course on large language models in finance, while others might explore predictive analytics in marketing. AI has cascaded down into many different subjects and is much more infused across the curriculum. At this point, it's hard to teach corporate strategy or business analytics without addressing AI whether in terms of how it's impacting decision-making or what tools are critical to use. Our faculty are genuinely excited about it, too. We don't have to push them to include AI. They're already doing it, because it's so relevant in their individual areas. In the MBA program, we realized a few years ago that while we had experiential learning like every other school, we needed to be more intentional about it. So we asked: What exactly do we want students to learn and apply when working with companies? And how can we weave that consistently throughout the curriculum? One outcome of that reflection was the creation of a big data analytics experiential program, where all the students work on the same problem. That's different from our Innovation Field Project, which is a more traditional consulting-style project. We've also integrated our communications training throughout these experiences. For example, students need to know how to present their work effectively, and we built that into the structure. Our Crisis Challenge is another piece, focusing on a specific communication or leadership skill in a high-pressure scenario. All of this has been mapped out with the goal of ensuring students build the right skills and tools to be effective in their first job and beyond. I'd say that intentional design is what really differentiates our approach from others. I'd say the evolution of Carey has centered on building a world-class faculty as the foundation. Every year, we've worked to strengthen our faculty, and one of our key differentiators is the ability to hire across different schools at Hopkins. Right now, we have five (and that number is growing) Bloomberg Distinguished Professors, who are required to hold appointments in at least two schools. That structure has helped us build strong ties with Public Health, Engineering, the School of Advanced International Studies, and the School of Government and Policy. That interdisciplinary integration has been a core part of our strategy. We don't view business in isolation, we view it as something that must be connected with other disciplines across the university. In terms of program evolution, we're maturing our portfolio by adding elements that other schools have long offered, like the EMBA and MIM, while expanding our delivery options through full-time, flexible, and online formats. We're also growing our global footprint in executive education and forming more international partnerships. So I'd say we've reached a strong point of maturation, but one that still allows us to approach things a bit differently from other business schools. Our differentiation in the business of health is a big part of that, as is our growing emphasis on AI. But more broadly, we're asking: What do business leaders need today? And how can we bring those elements together from across Hopkins and beyond? The DC presence, the location, and the additional resources it provides are going to be key to helping us continue growing in this direction. We've been fortunate so far, and I think many business schools haven't fully felt the implications of some of the new pressures. But in a time of uncertainty, flexibility becomes essential. That's part of why we've broadened our portfolio. Whether it's the full-time MBA, the EMBA, or other offerings, we've created multiple pathways for students, especially those who don't want to step away from their careers for two full years but still want the value of an MBA. Our Flex MBA has been very successful, and we expect that to continue growing. To withstand these challenges, you need to stay flexible, maintain a broad and responsive program portfolio, and be attuned to market trends. That's what we're focused on, listening closely and being able to pivot quickly when needed. DON'T MISS: LEARNING AI 'FROM ITS CORE': INSIDE PROFESSOR TINGLONG DAI'S COURSE AT JOHNS HOPKINS CAREY BUSINESS SCHOOL AND ROTMAN ENTERS ACCELERATION RACE WITH TWO NEW ONE-YEAR BUSINESS DEGREES The post Johns Hopkins Carey Expands MBA, Launches EMBA In New D.C. Campus appeared first on Poets&Quants.
