Explain why the mandate may fit
Start with the sector, business stage, operating geography and funding size. A Saudi family office should not be assumed to invest in every Saudi opportunity or only in domestic businesses. Establish the actual mandate and the type of involvement being sought. Explain any strategic connection using evidence rather than relying on a broad regional story.
Make the operating relationship understandable
Describe the role of founders, management and any local partners. If the proposal involves several entities or a joint venture, identify who owns the relevant business, who receives the funds and how decisions would be made. Separate the company’s expansion plan from assumptions about what an investor might contribute beyond money.
Separate the investment from the partnership
Create a contribution matrix
List what the founder, management team, existing partners and incoming investor are expected to contribute. Distinguish cash, operating work, introductions and access to resources. Mark each contribution as confirmed, proposed or dependent on a separate agreement. A regional relationship may be useful, but it should not silently become a critical assumption in a revenue forecast.
Show how the relationship would be managed
Describe the reports you can provide, who prepares them and the decisions they support. If the company is entering Saudi Arabia, distinguish responsibilities already assigned from roles still to be recruited or negotiated. Prepare questions about investment horizon, future rounds and the investor’s intended involvement. This is a basis for a fit discussion, not evidence that a specific Saudi family office follows these preferences.
Your preparation checklist
- Investor fit
- State why the opportunity could fit the investor’s sector, stage and investment horizon.
- Ownership
- Map the relevant entities, shareholders and partner responsibilities.
- Local evidence
- Separate current Saudi contracts and operations from planned activity.
- Reporting
- Describe the financial and operating reports available to an incoming investor.
Before you submit
Should we promise strategic access from a family-office investor?
No. Describe the help you would value and discuss it explicitly. Customer introductions, partnerships and operating support should not be assumed simply because an investor has regional connections. The company’s base plan should identify which dependencies are confirmed and which are only potential.
How Cubin considers an opportunity
Cubin invests its own capital and works with an international network of private investors, family offices and investment firms. Our investment focus is USD 1–30 million, from angel and early-stage opportunities through growth and private equity. We assess business quality, financial performance, growth, valuation and risk. Direct investment and investor introductions are different outcomes; neither is guaranteed by submitting a pitch.
What to include in your pitch
Send a short company overview, location, sector, stage, amount sought and intended use of funds. Include revenue or traction where available, ownership information and the next milestone. Attach a non-confidential PDF pitch deck, up to 3 MB. The form is in English and does not require a member account. Your submission is sent to Cubin with the guide page you came from. Do not include sensitive customer data in your initial submission.
Choose the next step for your situation
For a concise Saudi company funding proposal, see Private investors in Saudi Arabia: prepare a company proposal.
To distinguish Saudi market entry from an existing operation, use Raise capital in Saudi Arabia.
For ownership, reporting and decision-rights preparation, see Family offices in the UAE: ownership and governance readiness.
Return to Capital Raising to introduce your company or choose another market and investor type.