Structuring Capital for Invention-Based Companies
We are seeking long-term financial and business advisory partners to help structure and execute a US$10 million initial raise. This capital will support at least 18 months of QAFETT launch and commercial development, completion of selected solutions, and advancement of MVPs and prototypes toward readiness for the planned US$1.5 billion fund.
The initial advisory mission is expected to take 1–3 months and carries a US$10,000–20,000 success fee per appointed advisor, based on effort and performance, with no upfront retainer or advisory payment. The fee becomes payable only after successful completion of the agreed financing and receipt of the proceeds in the designated company account. A longer-term role may subsequently combine agreed monthly compensation with potential equity in selected future venture companies. Each advisor’s fee will be determined within this range against contribution and performance criteria agreed in writing at appointment.
Our ownership requirement is clear: CyberAge remains 100% owned by its founder, Eng. Nasser Al-Juraid, at this stage. Advisors are invited to identify viable funding routes through venture companies, appropriately structured investment vehicles, and other suitable financing arrangements.
Saudi-origin innovation for global markets
Founder ownership of CyberAge retained at 100%
US$10 million initial raise for at least 18 months
Long-term advisor participation through agreed cash compensation and venture equity
The Assignment Is to Structure and Execute the Financing
CyberAge has developed an invention-led venture pipeline. We already have the UAE group as a potential counterpart and have identified two fundraising firms for the financing process. These existing relationships provide the starting point for the assignment; they do not represent committed funding.
The immediate requirement is to assess and work with these counterparties, structure the transaction, prepare the necessary materials, negotiate terms, and support execution through receipt of financing. Additional capital sourcing may be considered where needed.
The initial mission is expected to take 1–3 months from commencement, subject to diligence, counterpart responsiveness, and closing requirements. This transaction timetable is separate from the funded operating and development period of at least 18 months and any subsequent long-term advisory engagement.
We expect to appoint more than one advisor where complementary expertise is needed. The team may comprise two, three, or four advisors, depending on the work required and the agreements reached. This may be a coordinated advisory team or separately appointed specialists with clear responsibilities.
We prefer advisors based in the UAE or willing and able to travel there to meet in person with our potential partner and financing counterparts. Sitting with counterpart teams to develop the structure, resolve questions, and progress negotiations is an important part of this assignment.
Our current priority is US$10 million of initial capital to launch QAFETT, develop sponsor, business-partner, and user-service revenues, and advance selected ventures over at least 18 months while preparing for the planned CyberAge fund. Access to funding sources is useful, but the assignment also requires transaction design, credible documentation, counterparty assessment, and support through closing.
Four practical questions we expect advisors to answer
- 1
Which entity or vehicle should receive the initial capital?
- 2
What rights, obligations, and economic participation should capital providers receive?
- 3
How can the structure preserve the founder's ownership of CyberAge while providing an investable proposition?
- 4
How will the initial financing support venture readiness and the subsequent fund strategy?
Financing proposals must preserve 100% founder ownership of CyberAge at this stage.
A Digital Economy World and Inventions Builder
CyberAge is a Saudi-origin platform for creating globally scalable companies and digital infrastructure from inventions and innovative solutions.
Our starting point is a meaningful innovation and the problem it solves. We develop the solution, validate its commercial potential, assemble the company-building team, and establish a venture capable of operating and growing independently.
Our venture creation sequence
CyberAge’s scope includes fintech, consumer cybersecurity, knowledge platforms, digital identity, communications, artificial intelligence, and future digital infrastructure. Opportunities enter the platform because of their innovative substance and commercial potential.
The intended shared capabilities include solution architecture, product development, venture formation, strategic partnerships, market access, and support for capital raising. Advisors should distinguish capabilities already available from those the financing must establish or expand.
Two Roles With Distinct Contributions
Eng. Nasser Al-Juraid is both the founder of CyberAge and the originating inventor of the solutions intended for the initial venture pipeline.
| Role | Contribution to be recognized |
|---|---|
| Founder of CyberAge | The platform vision, venture-building model, strategic direction, relationships, and shared capabilities |
| Originating inventor | The invented solutions, underlying concepts, know-how, designs, and development work contributed to individual ventures |
- Contribution to be recognized
- The platform vision, venture-building model, strategic direction, relationships, and shared capabilities
- Contribution to be recognized
- The invented solutions, underlying concepts, know-how, designs, and development work contributed to individual ventures
The corporate and ownership model must recognize these contributions explicitly. Personal inventor interests and CyberAge’s venture-builder interests should be documented separately, even where the same founder ultimately benefits from both.
Advisors should help determine how each venture obtains the rights it needs to develop and commercialize its solution. The ownership or licensing of existing IP, and the treatment of future improvements, remain matters for documentation and agreement.
CyberAge Remains Fully Founder-Owned
At this stage, Eng. Nasser Al-Juraid retains 100% ownership of CyberAge. Equity participation is to be considered in the individual venture companies or agreed investment vehicles.
| Entity or participant | Proposed ownership principle |
|---|---|
| CyberAge parent or platform company | 100% owned by Eng. Nasser Al-Juraid |
| Individual venture company | Separate ownership arrangement for the inventor, CyberAge, venture co-founders, team, and investors as applicable |
| Founder as inventor | Venture-level economic recognition for the invention contribution, with terms to be determined |
| CyberAge as builder | Venture equity reflecting its agreed company-building contribution |
| Venture co-founder and team | Venture equity reflecting responsibilities, commitment, and agreed performance conditions |
| Long-term advisors | Potential equity in one or more selected future venture companies, based on the agreed contribution and engagement structure |
| External capital providers | Rights in the funded venture or agreed vehicle under separately negotiated terms |
| Planned investment fund | Separate capital vehicle with its own governance, investor rights, and investment mandate |
- Proposed ownership principle
- 100% owned by Eng. Nasser Al-Juraid
- Proposed ownership principle
- Separate ownership arrangement for the inventor, CyberAge, venture co-founders, team, and investors as applicable
- Proposed ownership principle
- Venture-level economic recognition for the invention contribution, with terms to be determined
- Proposed ownership principle
- Venture equity reflecting its agreed company-building contribution
- Proposed ownership principle
- Venture equity reflecting responsibilities, commitment, and agreed performance conditions
- Proposed ownership principle
- Potential equity in one or more selected future venture companies, based on the agreed contribution and engagement structure
- Proposed ownership principle
- Rights in the funded venture or agreed vehicle under separately negotiated terms
- Proposed ownership principle
- Separate capital vehicle with its own governance, investor rights, and investment mandate
Investment in a venture or participation in a fund does not confer ownership in CyberAge itself.
The diagrams below describe the intended architecture. They do not assert that every company or vehicle has already been incorporated or that any specific equity allocation has been agreed.
Diagram 1 — Founder ownership and the venture layer
Venture-level stakes for inventor, CyberAge, co-founders, team, and investors remain to be agreed
IP rights and inventor compensation require separate documentation for each venture.
Proposed architecture for discussion. Final entity, IP, governance, and ownership arrangements remain to be agreed.
Diagram 2 — Capital providers, the planned fund, and ventures
Builder relationship with ventures documented separately. Fund investors do not own CyberAge.
Proposed architecture for discussion. Final entity, IP, governance, and ownership arrangements remain to be agreed.
Ownership Reflects the Innovation and the Company-Building Contribution
CyberAge intends to work with two types of venture founders. Both build companies, but they contribute different starting assets.
| Dimension | Pathway A — Founder-originated invention | Pathway B — External inventor-originated venture |
|---|---|---|
| Source of the solution | An invention originated by Eng. Nasser Al-Juraid | An external founder's own invention, innovative solution, or qualifying startup |
| Incoming founder's responsibility | Establish, lead, recruit for, and grow the company around the existing solution | Contribute the innovation or existing venture and participate in its development and growth |
| CyberAge's contribution | Agreed venture-building capabilities, resources, relationships, and financing support | Evaluation, development, venture-building capabilities, and financing support |
| Ownership principle | A smaller equity allocation for the company-building co-founder | A larger allocation reflecting both innovation and company-building contributions, all else being comparable |
| Basis for final allocation | Responsibility, capabilities, commitment, venture stage, and agreed milestones | Those factors plus the IP, product, team, or existing business contributed |
- Pathway A — Founder-originated invention
- An invention originated by Eng. Nasser Al-Juraid
- Pathway B — External inventor-originated venture
- An external founder's own invention, innovative solution, or qualifying startup
- Pathway A — Founder-originated invention
- Establish, lead, recruit for, and grow the company around the existing solution
- Pathway B — External inventor-originated venture
- Contribute the innovation or existing venture and participate in its development and growth
- Pathway A — Founder-originated invention
- Agreed venture-building capabilities, resources, relationships, and financing support
- Pathway B — External inventor-originated venture
- Evaluation, development, venture-building capabilities, and financing support
- Pathway A — Founder-originated invention
- A smaller equity allocation for the company-building co-founder
- Pathway B — External inventor-originated venture
- A larger allocation reflecting both innovation and company-building contributions, all else being comparable
- Pathway A — Founder-originated invention
- Responsibility, capabilities, commitment, venture stage, and agreed milestones
- Pathway B — External inventor-originated venture
- Those factors plus the IP, product, team, or existing business contributed
The initial pipeline follows Pathway A. We intend to recruit capable young entrepreneurial leaders as venture co-founders who take responsibility for turning the invented solutions into operating companies.
We propose that execution-based equity be earned progressively through continued service and agreed milestones. The objective is meaningful ownership, sustained commitment, and accountability. Percentages, earning conditions, authority, and departure arrangements remain to be agreed.
Neither pathway automatically grants ownership in CyberAge.
From an Invented Solution to an Independent Company
Each venture moves through a defined sequence, with evidence and decisions appropriate to its stage.
- 01
Define the invention
Document the solution, its differentiation, the problem addressed, and the relevant IP position.
- 02
Demonstrate the product
Develop prototypes and MVPs that make the solution tangible.
- 03
Validate the opportunity
Test users, buyers, partnership requirements, commercial assumptions, and execution constraints.
- 04
Recruit the venture leadership
Select the co-founder and team with the capabilities and commitment to build the company.
- 05
Establish the venture
Agree ownership, IP rights, governance, operating responsibilities, and financing arrangements.
- 06
Launch and grow
Develop commercial relationships, enter markets, and deploy capital against approved milestones.
- 07
Expand internationally
Pursue markets where the solution has a credible path to adoption and scale.
CyberAge’s role is to build a repeatable system across ventures while giving each company a clear leadership team, commercial proposition, and ownership structure.
A Pipeline That Can Be Examined
Our venture pipeline includes products, MVPs, prototypes, and strategic IP across several sectors. These artifacts provide a starting point for diligence. Product availability and prototype maturity do not by themselves establish revenue, regulatory approval, customer adoption, or investment readiness.
| Venture | Proposition | Current presentation stage | Advisor diligence focus |
|---|---|---|---|
| QAFETT | Consumer cybersecurity and anti-fraud ecosystem, initially focused on Saudi Arabia and the Arab region | Live platform and commercial launch preparation | Product readiness, bank and sponsor proposition, launch budget, commercial agreements, and revenue assumptions |
| TADAYN | Trusted verification architecture for community-based, interest-free lending | Proprietary concept and prototype | IP position, operating model, regulatory route, partner responsibilities, and validation plan |
| SCORT | Real estate ecosystem and marketplace platform | Prototype | Commercial model, differentiated value, launch requirements, and partner strategy |
| FET | Sports economy and intelligence ecosystem | Strategic IP and protected prototype | Scope, IP position, commercial use cases, partnerships, and development plan |
| Beyz | Learning, competition, and knowledge communities | MVP | Product validation, customer segments, business model, and growth requirements |
- Proposition
- Consumer cybersecurity and anti-fraud ecosystem, initially focused on Saudi Arabia and the Arab region
- Current presentation stage
- Live platform and commercial launch preparation
- Advisor diligence focus
- Product readiness, bank and sponsor proposition, launch budget, commercial agreements, and revenue assumptions
- Proposition
- Trusted verification architecture for community-based, interest-free lending
- Current presentation stage
- Proprietary concept and prototype
- Advisor diligence focus
- IP position, operating model, regulatory route, partner responsibilities, and validation plan
- Proposition
- Real estate ecosystem and marketplace platform
- Current presentation stage
- Prototype
- Advisor diligence focus
- Commercial model, differentiated value, launch requirements, and partner strategy
- Proposition
- Sports economy and intelligence ecosystem
- Current presentation stage
- Strategic IP and protected prototype
- Advisor diligence focus
- Scope, IP position, commercial use cases, partnerships, and development plan
- Proposition
- Learning, competition, and knowledge communities
- Current presentation stage
- MVP
- Advisor diligence focus
- Product validation, customer segments, business model, and growth requirements
QAFETT’s planned launch target is 1 January 2027. Advisors should assess the funding and partner dependencies against that target rather than treat it as an assured launch date.
Institutional outreach and discussions are part of the evidence base. They should be distinguished from signed commitments, approved investments, and completed partnerships.
Public evidence
Digital economy world and inventions builder
Click to explore
Consumer cybersecurity and anti-fraud ecosystem
Click to explore
Proposition for banks and financial institutions
Click to explore
Real estate ecosystem and marketplace prototype
Click to explore
Learning, competition, and knowledge communities
Click to explore
Protected evidence
Protected fintech concept and prototype
Detailed access may be provided to authorized parties under an NDA or appropriate confidentiality arrangements. Please contact CyberAge to request authorized access to the detailed materials under appropriate confidentiality arrangements.
Protected sports economy concept and prototype
Detailed access may be provided to authorized parties under an NDA or appropriate confidentiality arrangements. Please contact CyberAge to request authorized access to the detailed materials under appropriate confidentiality arrangements.
Saudi-Origin Companies for Global Markets
CyberAge’s ambition is to create companies in Saudi Arabia that can serve international markets and retain a meaningful share of the resulting economic value in the Kingdom.
The intended contribution includes new intellectual property, entrepreneurial leadership opportunities, specialist employment, commercial technology capabilities, and ownership interests in globally scalable businesses.
Shared capabilities can help ventures reuse development experience, infrastructure, and market relationships where commercially appropriate. Advisors should test the costs and benefits of those arrangements and document any intercompany services or rights.
Our longer-term ambition is a substantial portfolio of Saudi-origin technology companies. The financing plan should translate that ambition into staged budgets, investment criteria, milestones, and accountable capital deployment.
US$10 Million for Launch and Venture Development
The capital strategy has two connected stages. The initial raise finances an operating and development program of at least 18 months; the subsequent planned US$1.5 billion fund supports the larger venture-building and expansion strategy.
Stage One — US$10 million initial raise
At least 18 months of deploymentThe initial capital will fund QAFETT’s launch and commercial development alongside the completion of selected solutions and advancement of MVPs and prototypes. We intend to enter the next financing stage with operating evidence, revenue development, and a more mature venture pipeline.
| Use of capital | Intended work | Evidence to build |
|---|---|---|
| QAFETT launch and commercial operations | Complete launch requirements, activate sponsorships and business partnerships, support users, and operate and improve the service | A launched service, commercial agreements, user activity, and actual cash collections |
| QAFETT revenue development | Develop sponsor packages, business-partner arrangements, and paid user services under agreed launch and pricing plans | Revenue by source, collection timing, renewal potential, acquisition costs, and service economics |
| Selected solution completion | Prioritize and complete one or more solutions according to budget and readiness | Demonstrable products with defined launch or pilot plans |
| MVP and prototype advancement | Develop and validate selected ventures for the next financing stage | Working MVPs and prototypes, validation results, development budgets, and clear investment cases |
| Project office setup and operations | Establish and operate the project office, potentially across locations in Saudi Arabia and Dubai, including essential premises, coordination staff, systems, and meeting and travel support | A functioning delivery and coordination base serving the ventures and counterpart relationships |
| Execution capacity and advisory support | Fund essential teams, operations, agreed post-fundraise advisory compensation, and necessary corporate and IP work | Accountable delivery, documented rights, financial reporting, and venture readiness |
| Preparation for the planned fund | Prepare the portfolio evidence, financial models, governance, and fundraising materials | A credible proposal and diligence package for the planned US$1.5 billion fund |
- Intended work
- Complete launch requirements, activate sponsorships and business partnerships, support users, and operate and improve the service
- Evidence to build
- A launched service, commercial agreements, user activity, and actual cash collections
- Intended work
- Develop sponsor packages, business-partner arrangements, and paid user services under agreed launch and pricing plans
- Evidence to build
- Revenue by source, collection timing, renewal potential, acquisition costs, and service economics
- Intended work
- Prioritize and complete one or more solutions according to budget and readiness
- Evidence to build
- Demonstrable products with defined launch or pilot plans
- Intended work
- Develop and validate selected ventures for the next financing stage
- Evidence to build
- Working MVPs and prototypes, validation results, development budgets, and clear investment cases
- Intended work
- Establish and operate the project office, potentially across locations in Saudi Arabia and Dubai, including essential premises, coordination staff, systems, and meeting and travel support
- Evidence to build
- A functioning delivery and coordination base serving the ventures and counterpart relationships
- Intended work
- Fund essential teams, operations, agreed post-fundraise advisory compensation, and necessary corporate and IP work
- Evidence to build
- Accountable delivery, documented rights, financial reporting, and venture readiness
- Intended work
- Prepare the portfolio evidence, financial models, governance, and fundraising materials
- Evidence to build
- A credible proposal and diligence package for the planned US$1.5 billion fund
QAFETT’s launch-stage revenue model
Sponsor packages under agreed launch and pricing plans
Business-partner arrangements with defined commercial terms
Paid user services alongside agreed free service periods
We plan to generate revenue during QAFETT’s launch phase from sponsors, business partnerships, and users of QAFETT services. The timing and contribution of each source will depend on signed commercial arrangements, user adoption, and the agreed free and paid service periods.
The financial model should show these three revenue streams separately, including contracted versus prospective income, collection timing, delivery costs, and cash requirements. Revenue is an intended operating outcome, not a substitute for documenting the capital required to deliver the plan.
An operating and development horizon of at least 18 months
The deployment plan will cover at least 18 months from receipt of the initial financing. During that period, QAFETT commercialization, selected product development, and fund preparation can progress in parallel. Advisors should translate the priorities into a costed monthly plan, milestones, and a contingency provision. Allocation amounts and percentages remain to be developed; they are not fixed in this presentation. Project-office locations, scale, and setup timing will be determined against operational needs and the approved budget; the Saudi Arabia and Dubai footprint is proposed, not yet established.
The expected position by the end of this initial phase is an operating QAFETT business with measurable commercial results, more advanced solutions and demonstrable MVPs and prototypes, and a portfolio prepared for the next financing stage. The plan does not assume the larger fund will necessarily close at month 18.
Stage Two — US$1.5 billion CyberAge investment fund
Planned — not establishedThe longer-term plan is a US$1.5 billion fund to support qualifying invention-based ventures through validation and expansion. This remains a fundraising target, not committed capital or an already established fund.
The advisory work should address the fund’s mandate, structure, manager arrangements, governance, investment process, staged deployment, and route to investor commitments. The relationship between CyberAge as venture builder and the fund as capital provider must be clear.
The US$10 million initial raise and the planned US$1.5 billion fund have distinct purposes and structures. Advisors should determine the appropriate vehicle for the initial raise; describing it as initial funding does not presuppose a separate regulated investment fund. If the selected initial structure includes debt, its repayment plan must be evaluated explicitly rather than relying on an assumed future fund closing.
Design the Funding Around the Ownership Requirement
We invite advisors to evaluate all viable routes that preserve CyberAge’s ownership at this stage. The following are candidates for assessment, not selected structures or commitments.
| Route | Potential capital-provider participation | Matters the advisors must resolve |
|---|---|---|
| Individual venture equity | Ownership in a selected venture | Valuation, dilution, governance, IP rights, capital use, and exit rights |
| Portfolio investment vehicle | Participation in a vehicle holding specified venture interests | Exact portfolio assets, ownership chain, allocation rules, expenses, reporting, and exits |
| Venture-level convertible financing | Possible future conversion into the funded venture | Conversion terms, dilution scenarios, maturity, repayment, and the exclusion of CyberAge parent equity |
| Suitable debt or bridge financing | Contractual repayment and agreed return | Borrower, cash-flow capacity, security, covenants, guarantees, default consequences, and repayment source |
| Revenue-linked financing | Agreed participation in defined venture revenues | Revenue definition, payment priority, duration, caps, reporting, and cash-flow impact |
| Commercial funding | Contract-based payments such as sponsorship, prepaid access, or strategic licensing | Deliverables, exclusivity, pricing, timing, refund obligations, and operational capacity |
| Fund participation or anchor commitments | Investor participation in the proposed fund | Fund readiness, terms, investor eligibility, governance, and distinction from immediate bridge funding |
- Potential capital-provider participation
- Ownership in a selected venture
- Matters the advisors must resolve
- Valuation, dilution, governance, IP rights, capital use, and exit rights
- Potential capital-provider participation
- Participation in a vehicle holding specified venture interests
- Matters the advisors must resolve
- Exact portfolio assets, ownership chain, allocation rules, expenses, reporting, and exits
- Potential capital-provider participation
- Possible future conversion into the funded venture
- Matters the advisors must resolve
- Conversion terms, dilution scenarios, maturity, repayment, and the exclusion of CyberAge parent equity
- Potential capital-provider participation
- Contractual repayment and agreed return
- Matters the advisors must resolve
- Borrower, cash-flow capacity, security, covenants, guarantees, default consequences, and repayment source
- Potential capital-provider participation
- Agreed participation in defined venture revenues
- Matters the advisors must resolve
- Revenue definition, payment priority, duration, caps, reporting, and cash-flow impact
- Potential capital-provider participation
- Contract-based payments such as sponsorship, prepaid access, or strategic licensing
- Matters the advisors must resolve
- Deliverables, exclusivity, pricing, timing, refund obligations, and operational capacity
- Potential capital-provider participation
- Investor participation in the proposed fund
- Matters the advisors must resolve
- Fund readiness, terms, investor eligibility, governance, and distinction from immediate bridge funding
The advisor recommendation should compare cost, speed, feasibility, dilution, control, repayment burden, and implications for subsequent financing.
Ownership requirement: No current proposal should grant shares in CyberAge or rights that convert into CyberAge shares. Proposed security, guarantees, covenants, or enforcement rights must be assessed for their potential effect on ownership, control, and essential IP. Venture equity dilution must be shown separately from parent-company ownership.
Give Potential Financing Partners a Clear Proposition
The UAE group and two identified fundraising firms are already available as starting counterparties for this process. The advisors should help define the proposal, assess their roles and terms, and progress suitable discussions toward documented agreements and financing receipt within the expected 1–3 month initial mission. Their precise identities and current engagement status will be shared during the private briefing.
For a potential financing group, the presentation should establish
- The precise funding purpose and amount
- The proposed recipient entity and assets or rights involved
- The capital provider's potential economic participation
- The ownership requirement for CyberAge
- The diligence information needed to evaluate the opportunity
- The proposed negotiation and execution process
An introduction, expression of interest, or ongoing discussion should not be described as a funding commitment. Advisors should verify the counterparty’s identity, role, capacity, and proposed source of capital before recommending reliance on an offer.
We expect coordinated communication, founder approval of proposed terms, and transparent reporting throughout the process. Advisors should be available for in-person meetings in the UAE with the company or group with which we are exploring a partnership. Each proposal should state UAE location or travel availability, expected meeting participation, and how travel costs would be handled under the agreed post-fundraise payment framework.
A Mandate With Concrete Outputs
| Workstream | Required output |
|---|---|
| Corporate and ownership model | Proposed entity architecture, contribution map, IP arrangements, and venture ownership scenarios |
| Initial financing strategy | Structures for the US$10 million raise, a monthly cash-flow and use-of-funds plan covering at least 18 months, and repayment or investor-return logic |
| QAFETT commercialization | Sponsor, business-partner, and user-service revenue assumptions, collection timing, launch costs, and operating milestones |
| Venture readiness | Priorities, budgets, and milestones for selected solutions, MVPs, and prototypes ahead of the planned larger fund |
| Project office and advisory coordination | Proposed Saudi Arabia and Dubai operating footprint, setup and operating budget, responsibilities, and coordination across appointed advisors |
| Long-term advisory alignment | Agreed post-fundraise cash compensation and potential equity terms in selected future ventures, linked to scope and contribution |
| Transaction materials | Financing memorandum, financial model, proposed term-sheet framework, and diligence checklist |
| Existing counterparty engagement | Review of proposals, clarification of terms, counterparty assessment, and negotiation support |
| Additional capital access | Targeted approach to suitable providers where needed, coordinated with existing discussions |
| Fund strategy | Formation and fundraising roadmap for the planned US$1.5 billion fund, including required specialist work |
| Execution | Support through diligence, documentation, conditions precedent, and financing close |
- Required output
- Proposed entity architecture, contribution map, IP arrangements, and venture ownership scenarios
- Required output
- Structures for the US$10 million raise, a monthly cash-flow and use-of-funds plan covering at least 18 months, and repayment or investor-return logic
- Required output
- Sponsor, business-partner, and user-service revenue assumptions, collection timing, launch costs, and operating milestones
- Required output
- Priorities, budgets, and milestones for selected solutions, MVPs, and prototypes ahead of the planned larger fund
- Required output
- Proposed Saudi Arabia and Dubai operating footprint, setup and operating budget, responsibilities, and coordination across appointed advisors
- Required output
- Agreed post-fundraise cash compensation and potential equity terms in selected future ventures, linked to scope and contribution
- Required output
- Financing memorandum, financial model, proposed term-sheet framework, and diligence checklist
- Required output
- Review of proposals, clarification of terms, counterparty assessment, and negotiation support
- Required output
- Targeted approach to suitable providers where needed, coordinated with existing discussions
- Required output
- Formation and fundraising roadmap for the planned US$1.5 billion fund, including required specialist work
- Required output
- Support through diligence, documentation, conditions precedent, and financing close
The advisors should identify which services they perform directly and which require legal, tax, regulatory, or fund-management specialists. Responsibility and cost for each workstream must be explicit.
Build With Us and Participate in the Companies We Create
Success fee per appointed advisor, based on effort and performance
No advisory payment before successful financing and receipt of proceeds
Expected initial mission
Advisors may be appointed with complementary scopes
Presence preferred, or ability to travel for counterpart meetings
We are interested in long-term advisory relationships extending from the initial financing through venture development and preparation for the larger fund. We may appoint two, three, or four advisors with complementary expertise, depending on our needs and mutual agreement. Each appointment will have a defined scope, contribution, compensation package, and coordination responsibilities; the opportunity is not restricted to a single advisor. We want advisors who can help shape the businesses, support financial and commercial decisions, and remain involved as the companies develop.
The initial 1–3 month mission is offered on a success-fee basis: US$10,000–20,000 per appointed advisor, based on effort and performance, with no upfront retainer or advisory payment. This is not an upfront retainer deferred to a later date; payment depends on successful completion of the agreed financing and receipt of proceeds.
Beyond that initial mission, we aim to agree a longer-term role combining compensation for ongoing work with potential ownership in selected future venture companies. Those continuing arrangements will reflect the agreed responsibilities and contribution and are separate from the initial success fee.
| Potential reward | Proposed basis |
|---|---|
| Equity in selected future companies | An agreed stake in one or more designated ventures, potentially a single company, based on the engagement structure, contribution, and agreed earning conditions |
| Monthly advisory compensation | An agreed recurring payment for defined ongoing responsibilities, commencing only after the first successful fundraise has been completed and its proceeds received in the designated company account |
| Initial mission success fee | US$10,000–20,000 per appointed advisor, based on effort and performance against agreed criteria, payable only after successful completion of the agreed financing and actual receipt of proceeds in the designated company account; no upfront retainer or advisory payment |
| Continuing participation | The opportunity to support venture growth and later financing under an agreed long-term role, with compensation reviewed as responsibilities evolve |
- Proposed basis
- An agreed stake in one or more designated ventures, potentially a single company, based on the engagement structure, contribution, and agreed earning conditions
- Proposed basis
- An agreed recurring payment for defined ongoing responsibilities, commencing only after the first successful fundraise has been completed and its proceeds received in the designated company account
- Proposed basis
- US$10,000–20,000 per appointed advisor, based on effort and performance against agreed criteria, payable only after successful completion of the agreed financing and actual receipt of proceeds in the designated company account; no upfront retainer or advisory payment
- Proposed basis
- The opportunity to support venture growth and later financing under an agreed long-term role, with compensation reviewed as responsibilities evolve
The cash payment trigger is completed fundraising and actual receipt of proceeds in the company account. An introduction, indication of interest, signed term sheet, or funding commitment alone does not activate payment.
How the engagement unfolds
- Step 1Terms agreed
Commercial framework and fee criteria agreed at appointment
- Step 2Work toward first close
Structuring, materials, and counterparty execution
- Step 3Funding received
Proceeds received in the designated company account
- Step 4Paid ongoing engagement
Success fee, monthly compensation, and venture-equity earning begin
We propose agreeing the commercial framework at the outset, with cash compensation beginning after that funding-receipt condition is met. This allows the advisor to understand both the immediate work and the longer-term opportunity before committing.
Venture equity may offer participation in future company value and any distributions or exit proceeds associated with the agreed shares. Such outcomes depend on company performance and the agreed rights; monthly advisory compensation is a payment for services, separate from investment returns on equity.
The selected companies, equity percentages, earning conditions, ongoing monthly payment amounts, duration, responsibilities, and treatment on termination will be negotiated. The initial success fee is US$10,000–20,000 for each appointed advisor. The engagement agreement will define the criteria for determining the amount within that range, including agreed scope, effort, completed deliverables, and contribution to successful execution. These criteria must be agreed at appointment. Participation is not an automatic entitlement to every future venture. CyberAge itself remains 100% founder-owned at this stage.
Help secure the initial capital, stay involved in building the ventures, and participate through an agreed combination of post-fundraise compensation and future-company equity.
Show Us How You Would Deliver the Mandate
Please provide a concise proposal covering:
- 1
Your understanding of our ownership requirement and initial financing objective.
- 2
Your preliminary view of viable structures and the information needed to assess them.
- 3
Comparable assignments and your actual role through structuring, negotiation, and closing.
- 4
Your named team, availability, responsibilities, and relevant specialist partners; whether you are UAE-based or able to travel to the UAE for in-person counterpart meetings.
- 5
Your proposed role within a multi-advisor arrangement, including how you would coordinate with other appointed advisors and avoid overlapping scope or fees.
- 6
Deliverables, milestones, reporting arrangements, and an execution schedule for the expected 1–3 month initial mission, focused first on the existing UAE counterpart and identified fundraising firms.
- 7
Your acceptance of the US$10,000–20,000 per-advisor success-fee range based on effort and performance with no upfront retainer or advisory payment, and your proposed role and measurable contribution criteria within any multi-advisor arrangement. Separately outline proposed longer-term venture equity and monthly compensation for ongoing work after funding receipt, together with expenses, exclusivity, earning conditions, and termination provisions.
- 8
Conflicts of interest and any compensation or relationships involving capital providers.
The initial success fee is US$10,000–20,000 per appointed advisor, determined against the agreed effort and performance criteria, and must comply with the actual funding-receipt trigger above. Define the qualifying financing completion and any treatment of staged funding expressly in the engagement agreement. The proposal should distinguish the initial raise, the ongoing operating and venture-development engagement, and the later fund mandate, while showing how they form one long-term relationship. No upfront cash advisory payment is proposed before the first successful fundraise is completed and its proceeds received in the company account.
No advisor equity in CyberAge is offered under this mandate. Appointment terms remain subject to a separate written agreement.
From the Ownership Model to an Executable Financing Plan
- 01
Confirm the mandate and confidentiality arrangements.
- 02
Review the ventures, current materials, existing discussions, and financing requirements.
- 03
Present the entity architecture and shortlist of feasible financing structures.
- 04
Agree the recommended route, budget, responsibilities, and advisory terms.
- 05
Prepare the transaction materials and progress suitable counterparties.
- 06
Support negotiation, documentation, and closing.
- 07
Establish the approved project-office arrangements and coordination responsibilities across the appointed advisors.
- 08
Begin the agreed post-fundraise advisory payments once proceeds are received in the company account, and implement any agreed venture-equity earning arrangements.
- 09
Support QAFETT commercialization and selected venture development through the initial period of at least 18 months, alongside preparation for the planned US$1.5 billion fund.
We welcome advisors who can combine financial structuring, business judgment, and transaction execution while respecting the founder ownership model.
Help us finance the creation of invention-based companies while preserving the platform that builds them.
Contact: Eng. Nasser Al-Juraid | Founder and Inventor — Admin@cyberage.today