Define what an investor would own
Where a business has several entities, explain which entity holds customer contracts, assets, employees and intellectual property. Identify the entity receiving capital and any material transactions between related companies. An investor needs to understand the economic perimeter of the opportunity before comparing headline revenue or valuation.
Show the business beyond adjusted earnings
Provide the bridge from reported earnings to any adjusted measure, and then to cash generated. Identify non-recurring items, owner-related costs and working-capital changes explicitly. Set out debt, contingent obligations and capital expenditure alongside the operating plan. These explanations help frame diligence; they do not replace independent financial or legal review.
Prepare a group diligence map
Connect each entity to the operating business
For each entity, list the contracts, staff, assets, bank accounts and intellectual property it holds. Explain how the financial reporting consolidates those entities and identify transactions between them. A founder should be able to trace customer revenue from the contracting entity into the group accounts. If a proposed investment includes only part of the group, show the costs and services that part currently receives from the rest.
Make the value-creation plan accountable
For each initiative, record the current baseline, target outcome, owner, cost and dependency. Separate improvements the business can execute itself from acquisitions or partnerships that have not been agreed. Explain who runs the company if the founder reduces day-to-day involvement. This operating map complements the earnings and transaction discussion; it does not replace an investor’s independent diligence or establish a valuation.
Your preparation checklist
- Group perimeter
- Supply a dated entity and ownership chart matching the financial information.
- Reporting quality
- Keep management accounts, audited statements and forecasts clearly separated.
- Management continuity
- Identify key roles, succession risks and where execution depends on the founder.
- Value creation
- Specify operational initiatives, costs, responsible managers and how progress will be measured.
Before you submit
Should we discuss valuation before organising the accounts?
A valuation discussion is more useful when both sides can understand the business perimeter, earnings and obligations. State your expectations, but also provide the assumptions and information needed to examine them. A proposed price is not an independently verified valuation.
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 Dubai private-equity investor fit and the earnings discussion, see Private equity investors in Dubai.
For ownership, reporting and decision-rights preparation, see Family offices in the UAE: ownership and governance readiness.
For the UAE company and operating evidence needed in a funding request, see Raise capital in the UAE.
Return to Capital Raising to introduce your company or choose another market and investor type.