These are the materials I've pulled together ahead of reaching out to Niro Cooke in Colombo. Everything here is mine — the outreach plan, the one-pager, the live website mockup. I wanted to give you one file that lets you sanity-check the plan, see the pitch surface I'd share with Niro if he asks for visuals, and click through to the live site — all in one place.
What's inside
My outreach plan — where Niro sits, the three plays I want to walk through with him, and the demo approach per play
The white-label one-pager — print-ready pitch surface, consistent with what's on the live site
A link to the live pitch website — the full responsive pitch page, hero to CTA
Push-back, re-ranking, or "don't lead with that" all welcome before I go in. I'd rather hear your instincts now than course-correct after the first coffee.
— Shivy
Part 1 · Outreach Plan
Niro Outreach Plan — For Keith's Sanity-Check
FROM · SHIVY
DATE · 2026-04-11
READ · 3 MIN
Keith — I'm about to reach out to Niro Cooke in Colombo and I want to run the plan past you first. Three commercial plays on the table, all of them live inside one family-close warm door. If anything here doesn't match your read of the platform's strengths, I'd rather know before I walk in.
01Where Niro sits
Niro is a family-close contact in Colombo. He holds three roles inside one Singapore-held group, plus one adjacent main-board seat:
Senior Advisor + Board · Plus94 Fund — ShoreTree's Singapore advisory / PE arm with Colombo operations
Adjacency · Crewstone Plus94 Technology Fund — USD 75M, Labuan-domiciled, launched Jan 2025 (HealthTech / AI / AgriTech / deep tech thesis)
Separately · main board of Sri Lanka's largest privately-owned conglomerate (parallel door, not in scope for this brief)
He's a door-opener, not an operational buyer. First conversation is coffee — listening and pattern-matching, not pitching.
One family-close warm contact · three roles inside one Singapore-held group · one parallel door kept out of scope.
02The three plays I want to walk through with him
PLAY 01
Licensing
· the easy entry
Pay-to-use platform deployment inside the group's own operations. No IP transfer, no JV, no new business line — a straight commercial license.
Plus94 Fund first (3-jurisdiction reporting pain is real and acute — SG FRS + Labuan IBFC + SL SLFRS), then ShoreTree group-level consolidation(Sami Besbes was hired Oct 2025 for "financial optimization and group-wide operational excellence" — our exact pitch in their own press release).
Sri Lanka's new 18% VAT on foreign SaaS means a locally-invoiced platform is 18% cheaper on day one AND removes a reverse-charge compliance headache.
Lowest friction. License = low commitment, high learning. If it works, the group has in-house proof before any bigger play gets negotiated.
PLAY 02
White-label
· the scale play
The group takes the platform, rebrands it, and distributes it under their own name — internally across the 42 brands as shared infrastructure, and externally through the F&A sector brands they already own.
ShoreTree at the group level (42-brand internal footprint), and critically in their F&A sector brands — Terron Fund, Accario, Limitless Connect — which are already accounting-firm-shaped entities serving external clients. The channel distribution surface is already domiciled in the target. Zero CAC to light it up.
"You already run the accounting brands. Embed the platform as consolidation-as-a-service — a new recurring line inside entities that already have the client relationships."
PLAY 03
SaaS revenue diversification
· the highest-ceiling play
The group creates a new SaaS business unit around the platform. Family-office-style diversification into SaaS — new P&L, new asset class, new story for LPs.
Plus94 Fund + Crewstone Plus94 Tech Fund. Crewstone's investment thesis is explicitly HealthTech / AI / AgriTech / deep tech — a regional B2B SaaS platform sits squarely inside that thesis. Fund seeds, Plus94 operates, ShoreTree distributes.
"Your next fund raise needs a story that isn't just AUM growth. 'We operate a category-leading regional SaaS platform' is that story."
Crosswalk · the site's 4 partnership models, mapped onto these 3 plays
Commercial play
Website partnership model(s) activated
Primary entity
Licensing
Conglomerate · Use-Then-Sell (the "Use" half)
Plus94 · ShoreTree internal
White-label
Conglomerate · Use-Then-Sell (the "Sell" half) + Channel Distribution + Government & Industry Contract
ShoreTree + F&A sector brands
SaaS revenue diversification
Family Office Diversification + Government & Industry Contract
Plus94 + Crewstone Tech Fund
All four partnership models on the live site land in this single target across the three commercial shapes. That's rare, and it's the reason this conversation is worth doing carefully — nothing on the site will contradict what I walk him through.
03Demo approach — two staged environments cover all three plays
Env A · Fund operations
serves Play 1 + Play 3
Stage: Plus94 Pte Ltd (SGD) + Plus94 Colombo (LKR) + Crewstone Tech Fund (Labuan USD) + 2–3 portfolio company positions. Walk: Module Grid → Funds → Investors CRM → NAV → Reports → LP Capital Account Statement. Aha moment: one-click ILPA-style LP statement vs. the Excel they live in today. ~95% native OBP.
Env B · Group consolidation
serves Play 2
Stage: ShoreTree parent + 4 brand subs across SGD / USD / AUD / LKR / PHP. Walk: Financial Accounting (consolidated GL) → Planning (KPI targets + growth scenarios) → Compliance Automation (5-country deadlines) → Reports. Aha moment: the 5-jurisdiction compliance deadline dashboard. ~70% native. Gap to own up front: entity hierarchy tree view + inter-company reconciliation aren't native today — pitch as "engine is live, pilot shapes the group-layer roadmap."
04Where I need your sanity-check, Keith
Play ranking — does Licensing → White-label → SaaS diversification feel right as the sequence, or would you front-load one of the bigger plays?
Platform strength per play — which of the three is the platform strongest on today? I want to know where to lean hardest and where to soft-pedal.
Framing you'd rewrite — anything in my angle language above you'd change before I walk in? Your instincts on the platform's commercial story beat mine.
Constraints I should not walk into — anything on the roadmap (especially the entity-hierarchy / inter-company gaps on Play 2) I should know about before I commit to any timeline with Niro?
Next step: reach out to Niro, no date set. Push-back, play re-ranking, or "don't lead with that" all welcome before I go.
From here down: the pitch assets I'd share with Niro if he asks for visuals
[Your Brand Here]
Enterprise Financial Infrastructure for Sri Lanka
Multi-entity financial consolidation. Ready to deploy. Looking for a partner.
Sri Lanka's conglomerates manage dozens of subsidiaries on fragmented systems, spending weeks on manual consolidation. New regulations are accelerating the need. We've built the platform — now we need a local partner to bring it to market under their own brand.
The Opportunity
40+
Conglomerates managing 5–50 subsidiaries each
15–20
Days per month-end close (manual consolidation)
Zero
Local platforms built for multi-entity consolidation
Three regulatory forces converge in 2026: RAMIS e-invoicing mandates, CBSL enhanced supervision, and Digital Services VAT — creating urgency for businesses still running fragmented systems.
The Platform
Entity hierarchy & subsidiary management
Consolidated financial reporting (P&L, BS, CF)
Inter-company reconciliation & eliminations
Regulatory compliance engine (RAMIS, CBSL)
Board pack generation (AI-assisted)
Bank reconciliation (multi-bank, multi-currency)
Service provider & vendor management
Credential & security management
8 core modules shown. 50+ available. Fully white-label — your brand, your clients, your revenue.
The Team
← this is the Keith-facing bio I drafted; flag any edits
Platform Architect & CTO
20+ years
Built the platform from the ground up. Enterprise-grade infrastructure deployed for family offices managing $5B+ in assets, hedge funds with $2B+ AUM, and NASDAQ-listed enterprises. 55+ integrated modules in production.
Head of Financial Platforms at Block Inc (Square). Head of Architecture at Block.one. CTO at VivoPower (NASDAQ) and Blocktrust. Prior: developer, security analyst, and architect at JP Morgan, HSBC, and CLSA.
Business Development
15+ years
Institutional sales, relationship management, and market entry across Asia-Pacific. Currently based in Colombo, leading Sri Lanka market development.
Goldman Sachs, Macquarie Bank, Segantii Capital ($6B AUM), HexTrust, IMC Trading, Bullish.
[Your Brand Here]
Joint Venture Partnership
Your brand. Our infrastructure. A new revenue stream.
We're looking for a Sri Lankan partner to localise, deploy, and distribute the platform. You bring the market access and client relationships — we bring the technology and implementation support.
Partnership Models
01
Family Office Diversification
A family office or investment group creates a new SaaS business line. JV with us, white-label the platform, and sell to your existing network of portfolio companies and contacts under your own brand.
02
Conglomerate — Use Then Sell
Implement the platform for your own group's operations first. Once proven internally, white-label and distribute to peer conglomerates, suppliers, and industry associations as a new revenue line.
03
Government & Industry Contract
Bid on government or industry-wide digitalisation mandates. The platform's enterprise security architecture and compliance engine make it contract-ready. We provide the technology and G2M support.
04
Channel Distribution
Accounting firms, wealth managers, or advisory practices deploy the platform to their clients. Consolidation-as-a-service becomes a differentiator — and a recurring revenue stream.
How It Works
01
Partner implements the platform for their own operations or a pilot client
02
We customise branding, modules, and compliance configurations together
03
Partner distributes to their network — conglomerates, family offices, SME groups
Why Now?
Sri Lanka's 2026 regulatory convergence — RAMIS e-invoicing, CBSL enhanced supervision, and Digital Services VAT — is creating compliance urgency across every multi-entity group. International platforms are 2–3x too expensive and aren't localised for LKR or Sri Lankan regulations. There is no local competitor offering purpose-built multi-entity consolidation. The window is open.
Let's Explore This Together
If you see the same opportunity we do, we'd welcome a conversation.
The live website covers the full story — hero, gap analysis, regulatory window, platform modules, all four partnership models, and the CTA. Investor demo videos are embedded. This is what Niro would land on if he clicks through from the one-pager.
Heads-up on the live site: the currently-deployed version still carries the older Nexara brand rather than the white-label [Your Brand Here] framing on the one-pager above. A V6 refresh to align the site with the white-label messaging is on my list for after the first Niro conversation — the substance is the same, only the brand name differs.