Property and fixed income do their job. Equities go nowhere.
| End of year 1 | $22,400 |
| End of year 3 | $28,100 |
| End of year 5 | $35,200 |
| End of year 7 | $44,200 |
| End of year 10 | $62,100 |
This page is for people who have been invited to subscribe. Please don’t forward the link or the password. Figures here are proposals and illustrations, not promises.
The founding cohort closes when the tenth subscription clears. There is no waiting list and no second founding round.
Minimum subscription, payable in dollars or in naira at the CBN rate on the day
Founding shareholders in total
Starting pool once all ten have subscribed
Minimum hold for the founding cohort
Places 1 to 4 are committed. Places 5 to 10 are open.
The shareholders’ agreement is the binding document. This table is a summary of it.
| Entity | Private limited company | Incorporated under the Companies and Allied Matters Act 2020. |
|---|---|---|
| Minimum subscription | $20,000 or the naira equivalent | Paid in full on signing, at the prevailing CBN rate. There are no instalments. |
| Founding share price | Par value plus a small premium | Founders buy before any portfolio growth is priced in. Later rounds will be priced at net asset value per share. |
| Fees | No management fee in phases 1 and 2 | Running costs come from an operating reserve inside the pool, about 5% of capital. |
| Dividends | At the board’s discretion, from Year 3 | Paid only from realised gains. The default is to reinvest, and from Year 3 shareholders vote each year on which to do. |
| Minimum hold | Three years | A transfer inside the first three years needs unanimous board approval. After that, the standard process applies. |
| Exiting | Board-approved transfer on 90 days’ notice | Shares are not listed. Existing shareholders get first refusal at an independently assessed price, then the board can approve a new buyer. |
| Reporting | Quarterly accounts and an annual audit | Valuations, transactions, cash position and profit and loss every quarter. Audited financial statements once a year from an external auditor. |
The investment policy caps real estate at 40% and any single private business at 5% of net asset value when we invest. The committee has to vote to go past either limit.
Three portfolio returns, compounded yearly on one $20,000 stake in dollar terms. This is arithmetic, not a forecast. Real returns will be uneven and some years may be negative.
Property and fixed income do their job. Equities go nowhere.
| End of year 1 | $22,400 |
| End of year 3 | $28,100 |
| End of year 5 | $35,200 |
| End of year 7 | $44,200 |
| End of year 10 | $62,100 |
Property rises at a normal pace, NGX blue chips perform and one private investment works out.
| End of year 1 | $23,600 |
| End of year 3 | $32,900 |
| End of year 5 | $45,800 |
| End of year 7 | $63,700 |
| End of year 10 | $104,700 |
A strong property cycle and two private investments that exit well.
| End of year 1 | $25,000 |
| End of year 3 | $39,100 |
| End of year 5 | $61,000 |
| End of year 7 | $95,400 |
| End of year 10 | $186,300 |
All three use the same bar scale, so they can be compared by eye. Figures are rounded to the nearest $100, before any dividends are paid out and before tax.
Read this part twice. Each risk carries the board’s own rating and what has been put in place to manage it.
A weaker naira can wipe out dollar returns even when naira returns look good.
Part of the equity book will be held in dollar-listed shares, and results are reported in dollar terms where possible. This reduces the risk. It does not remove it.
You can’t sell your shares on an exchange, and you can’t exit on demand.
Exits run through the shareholders’ agreement: notice to the board, first refusal for existing shareholders, then a board-approved buyer.
Good governance on paper does not guarantee good returns.
The committee works to a written mandate with concentration limits, the advisory board reviews strategy, and the annual audit puts an outsider on the numbers.
In the early years the company leans on a small number of people.
If a director leaves, the company carries on. Quorum rules keep the board working, and that director’s shares can pass to an approved buyer.
Too much money in one asset class or one deal.
Real estate is capped at 40% of the portfolio and any single private business at 5% when we invest. Going past either needs a committee vote.
Rules for investment vehicles in Nigeria can change.
Capstron is a private company, not a public fund or scheme. The company secretary tracks regulatory changes, and counsel is preparing the company’s SEC filing.
Advisers don’t vote and don’t handle money. They review strategy and are a phone call away when the board needs a second opinion.
Group chief economist at one of Nigeria’s largest industrial groups.
The pioneer director-general of Nigeria’s pension regulator.
An investment specialist and former director at the Central Bank of Nigeria.
Executive director for business development at a Nigerian non-interest bank.
In time, the board wants Capstron to hold a major stake in a Nigerian non-interest bank.
This is a direction, not a commitment. Any move like it would need a shareholder vote and regulatory approval.
Ask whatever you need to at any stage. Nothing is binding until the shareholders’ agreement is signed.
Signing reserves your place. It is not binding at this stage.
Circulated once all ten places are committed, then signed by everyone.
Your $20,000 goes into the company’s escrow account and stays there until the minimum is reached.
Counsel submits the company’s filing to the Securities and Exchange Commission.
The investment committee approves the Year 1 plan: a property deposit, the first equities and a fixed-income buffer.
Speak to any director, or write to contact@capstroncap.com and someone will reply.