Terms are built around the operating role we intend to take. Most of our time goes into the work after the wire, not the work before it.
Most of what we see comes through the network rather than through intermediaries. Dubai is small enough that the people building the interesting things are two introductions away.
We look at the team, the legal position of what they claim to own, and the unit economics. In technology deals, IP ownership is the item that most often fails — so it is the first thing we test, not the last.
Terms are built around the operating role we intend to take. We do not write passive cheques into positions that will need active work.
Board involvement, hiring, regulatory strategy, introductions. This is where most of our time goes.
Sale, distribution, or hold. We do not underwrite to a fixed exit date — the pressure that creates tends to destroy value at the wrong moment.
Regulatory navigation in the UAE. Technical evaluation by people who can read the code rather than the pitch deck. Hiring for engineering and compliance. A Gulf network that took a decade to build.
A concentrated portfolio of operating positions is the model, so the discipline sits in position sizing and in never holding more than we can genuinely be involved in.
We hold and operate our own portfolio companies, and several of them transact with each other. Tokenized assets may trade on our exchange. Renovated properties may be tokenized on our platform.
We treat this as a real conflict. The controls in place — independent valuation on related-party transactions, disclosure to investors, recusal on affiliated decisions — are set out in full for investors. specific controls to confirm
Risk policy, custody, valuation and conflict controls are set out in full for qualified investors.
