# Tech Sequence Holdings — Pitch Deck Content (English) 15-slide deck structured for investor first-meeting use. Each slide includes title, key points, and suggested visuals. Designed to be adapted into Keynote / Google Slides / PowerPoint by a designer (TS Media & Creative when launched Y2 Q2). --- ## Slide 1 — Title / Cover **Tech Sequence Holdings** *Building Vietnam's first architecturally disciplined tech conglomerate* **Sub-line:** 44+ operating entities by Year 8. $800M–$1.1B cumulative capital. Vietnam-primary, regional from Year 5. **Visual:** TS Holdings logo + tagline; subtle background of v5 timeline visualization showing the 8-year build. --- ## Slide 2 — The opportunity **Title:** Vietnam in 2026 is at a strategic inflection that won't last past 2028–2030. **Key points:** - Vietnamese tech market: 25%+ annual growth, mid-market customer demand reaching maturity - Regulatory landscape stabilized (Luật Công chứng 2024, PDPD, Decree 53, Decree 52/2024, Cybersecurity Law) - Returnee Vietnamese tech operator pool at multi-year high (Silicon Valley + Singapore + regional hubs) - Vietnamese + regional VC capital at record levels; strategic capital (banks, telcos, real-estate, SOEs) increasingly active - **No Vietnamese conglomerate has built with architectural discipline yet — FPT, VNG, Vingroup are sui generis structures that don't transfer** **Visual:** 4-quadrant chart showing market growth + regulatory clarity + talent + capital availability all rising; with TS Holdings positioned at the intersection. --- ## Slide 3 — What we're building **Title:** A 44-entity tech conglomerate built on 23 architectural decisions. **Key points:** - 5 operating groups: Ventures (18+), Infrastructure (3+), Services (2), Culture & Creative (3), Capital & FS (5+) + Cross-group structural (5+) - Singapore parent + Vietnam OpCo per entity (D1) — clean cap tables for entity-level fundraising - Government-customer firewall: Tier-1 entities (6 at maturity) sit under a separate Vietnamese sub-holding (D17) - AI model contamination prevention: TS Intel (commercial) + TS National AI (government) as separate entities with one-way data flow (D23) - CEO-first incorporation rule: 4-gate framework (CEO, Customer, Capital, Capacity) — no exceptions (D18) **Visual:** Simplified org-chart diagram of TS Holdings parent → 5 operating groups + structural entities. Tier-1 cluster highlighted in different color. --- ## Slide 4 — The 8-year build plan **Title:** Sequenced launches from Year 1 foundation to Year 8 conglomerate maturity. **Key points:** - **Y1**: Foundation — 4 operating + 4 structural ($1.7M founder) - **Y2**: Validation Wave — 7 new entities ($30M cumulative) - **Y3**: Aggressive Build + First M&A — 9 new ($80M cumulative) - **Y4**: M&A Acceleration — 6 new ($160M cumulative) - **Y5**: International Expansion + 29-target surpassed — 5 new ($270M cumulative) - **Y6**: Conglomerate Push + TS Services IPO — 5 new ($430M cumulative) - **Y7**: Regional Expansion + TS Block strategic raise — 4 new ($635M cumulative) - **Y8**: Maturation — 4 new ($800M–$1.1B cumulative) **Visual:** Horizontal timeline (like v5-current.html structure) with entity-launch dots per year, mechanism color-coding (greenfield / M&A / spin-out), and cumulative count curve. --- ## Slide 5 — Year 1 cohort (the foundation) **Title:** Year 1 launches the cash engine and the talent stack. **Key points:** - **TS Technology Consulting** — services cash engine; Vietnamese mid-market + SOE digital transformation; cash-flow positive by Y1 Q3 - **TS Managed Services** — recurring-revenue companion (under TS Tech umbrella initially) - **TS People** — merged HR talent stack: HRIS + hiring marketplace + recruiting services - **Mira** — ERP for Vietnamese F&B chains 5–50 outlets (renamed from ClearCommand) - **+ TS Shared Services, TS Brand & IP Holdings, TS Public Sector Holdings Pte Ltd** (structural) End of Year 1: $1.7M founder deployed, $2.5–3M external entity-level raised, 7 operating + 4 structural entities, 35–48 employees. **Visual:** 4 entity cards showing Y1 operating entities with founding-team headshots (placeholder) + key metrics (anchor customers, capital, end-of-Y1 ARR target). --- ## Slide 6 — Year 2 cohort (validation wave) **Title:** Year 2 launches fintech, AI, real estate, healthcare, education, creative — and the first Tier-1 entity. **Key points:** - **TS Block / TS Pay** — fintech holding; SBV-regulated; Vietnamese bank-partner anchor - **TS Intel** — commercial AI; spin-out from TS Tech Consulting AI practice - **TS Land** — PropTech marketplace + 6 product lines; Vietnamese real-estate developer anchor - **TS Health** — clinic + hospital + pharmacy software; hospital-network anchor - **TS Education** — K-12 + university + corporate L&D + TS Founder Academy - **TS Media & Creative** — design + brand + publishing + events (merged TS Studio + TS Media) - **Blue Dot Technology** — environmental data, MoNRE primary customer; **first Tier-1 entity to test the D17 firewall** End of Year 2: $30M cumulative, 11 operating entities. **Visual:** 7 entity cards arranged in 2 rows; Blue Dot highlighted with rose accent (Tier-1). --- ## Slide 7 — Government-customer firewall (the differentiator) **Title:** Vietnamese regulatory contagion is real. We have a structural answer. **Key points:** - **The risk:** Vietnamese investigations cascade — banking freezes, legal-rep criminal liability, tax authority cascade, license revocation, exit bans, reputational spread. AIC Group, FLC, Việt Á, SCB. - **Most conglomerates either avoid government-customer sectors or accept the contagion risk.** - **TS Holdings: the third path.** TS Public Sector Holdings Vietnam JSC is a separate sub-holding (exception to D4) that owns Tier-1 entities only. Investigation contagion stops at the sub-holding layer. - **6 Tier-1 entities at maturity:** Blue Dot, Vitrine, TS National AI, Argus, TS Data Services Gov-Cloud, TS Field - Each has Vietnamese-citizen legal representative (never founder), Vietnamese strategic co-investor (Viettel primary across multiple), separate banking + office + Compliance Officer - 12 operating disciplines documented in government-customer-compliance.md **Visual:** Two-tier diagram showing TS Holdings parent → TS Public Sector Holdings VN JSC → Tier-1 entities; with firewall icon / wall pattern emphasizing the structural separation. --- ## Slide 8 — Operator-CEO recruiting: the binding constraint **Title:** Capital is available. Operator-CEOs cannot be manufactured. **Key points:** - At peak (Y3–Y5), TS Holdings must hire 6–7 operator-CEOs/year — one every ~2 months - Total CEO hires over 8 years: ~30 + ~10 replacements = ~40 hires - Talent pool: FPT/VNG/Vingroup tech alumni + diaspora returnees + Big 4 consulting + ex-founders + sector specialists - **CEO-in-Residence (CIR) program** — 4–6 standing CIRs at $5–10K/month retainer, 30–40% conversion to CEO role - **Senior CEO Recruiter** hired by mid-Year 2 — the single most important non-CEO hire - **Founder-shareholder cap-table variant** for ~50% of entities (operator-CEO 20–30% vs default 10–15%) - **$8M cumulative recruiting budget over 8 years** — explicit line item This is structural commitment, not aspirational. **Visual:** Flowchart of CIR program: Source → CIR → CEO Role conversion + key metrics (200+ named candidates by Y1 end; ~7/year hiring rate at peak). --- ## Slide 9 — Mechanism mix: how 44 entities is achievable **Title:** Greenfield → spin-out → M&A. Sequenced to match capital and operational capacity. **Key points:** - Pure greenfield at 7+ entities/year is impossible (Rocket Internet pace) - Mechanism mix shifts over time: - **Y1–Y2** (Foundation + Validation): 100% greenfield - **Y3** (Aggressive Build): 85% greenfield + 15% M&A - **Y4** (M&A Acceleration): 50% greenfield + 35% M&A + 15% spin-out - **Y5–Y6** (International + Conglomerate Push): 30–40% greenfield + 40–50% M&A + 20% spin-out - **Y7–Y8** (Maturation): 25% greenfield + 50% M&A + 25% spin-out - **D19 M&A discipline framework** + **D20 product-line spin-out playbook** documented before needed - **11 acquisitions** over Y3–Y8; **~7 product-line spin-outs** (TS Lending Y4, TS Wealth Y6, TS Insurance Y8 from TS Block; TS Medical AI Y5, TS Agri AI Y7 from TS Intel; TS Executive Search Y8 from TS People; vertical AI from Signet/TS Insight) - International expansion via sub-holdings: TS Indonesia Y5, TS Thailand Y7, TS Philippines Y8 **Visual:** Stacked bar chart showing % mix per year (greenfield / M&A / spin-out colors). --- ## Slide 10 — Capital plan **Title:** $800M–$1.1B over 8 years. Founder capital is concentrated Y1–Y3; rest is recycled and external. **Key points:** | Source | $ | Timing | |---|---|---| | Founder personal | $5–15M | Y1–Y3 | | External entity rounds | $250–350M | Continuous Y2+ | | Strategic anchor (banks, real-estate, telecoms, Viettel) | $150–250M | Major chunks Y2–Y5 | | Group-level raises (TS Services Y6 IPO, TS Block Y7) | $150–300M | Y6–Y7 | | Recycled exit capital | $200–500M | Y4+ | | Operating cash | $100–200M | Y3+ | **Founder personal capital is concentrated Y1–Y3 ($5–15M).** From Year 4 onward, recycled exit capital + operating cash carry the plan. **TS Holdings is built to compound, not to extract.** **Visual:** Stacked area chart showing capital sources over 8 years; founder share shrinks over time, recycled exit + operating cash grow. --- ## Slide 11 — Cross-portfolio synergy (the flywheel) **Title:** Each entity's customers, data, and IP feed the others. **Key points:** - **TS Land ↔ TS Notary**: real-estate transactions (~70% of Vietnamese notary volume) flow from one to the other - **TS Block / TS Pay → every commercial entity**: embedded payments for Mira, TS Land, TS People, TS Health, TS Education, TS Notary - **TS Intel + TS National AI**: commercial + government AI capability for entire portfolio (one-way data flow per D23) - **TS Field**: physical-world data layer feeding Hogcare, Blue Dot, TS Land, Unit Desk, WarehouseOS, TS Health - **TS People**: HRIS for entire portfolio + recruiting machine + executive search arm - **TS Tech Consulting**: customer-facing transformation projects that funnel into every other entity - **TS Brand & IP Holdings**: royalty stream from every entity ($30K Y1 → $8–15M Y8) **Visual:** Network diagram with each entity as a node, arrows showing customer/data/IP flow; thicker arrows = stronger flow. --- ## Slide 12 — Why us (founder + team) **Title:** Founder background and team build. **Key points:** - **Founder:** [Founder bio summary — Vietnamese tech-sector relationships, operational background, prior entrepreneurial experience. Customize.] - **Year 1 founding partners:** TS Tech Consulting founding partner (recruited Y0–Y1 Q1), TS People CEO + CTO, Mira CEO + CTO, Finance Director, Legal Counsel, Operations Lead, Senior CEO Recruiter (mid-Y2 hire) - **Group MDs and Chief of Staff:** by end of Y2 (5 Group MDs + CoS) - **Year 1–8 cumulative team:** from 7–10 (Q1 Y1) → 800–1,200 (Y8 across portfolio) - **Strategic co-investors as partners:** Viettel for Tier-1 cluster; bank partner for TS Block; real-estate developer for TS Land **Visual:** Founder photo + bio block; team photo (placeholder); Group MD roles diagram. --- ## Slide 13 — Risks and recalibration gates **Title:** Honest risks. Built-in off-ramps. **Key points:** - **Top risks:** (1) operator-CEO pipeline depth; (2) M&A integration failure; (3) capital availability; (4) founder span-of-attention; (5) Vietnamese regulatory contagion; (6) Vietnamese macro shocks; (7) failure rate (30–45% expected, normal at this pace) - **Decision gates:** - **End of Y2:** TS Services + TS People + Mira cash-flow positive? 5+ CEOs hired? TS Block bank partner committed? - **End of Y4:** M&A integration successful? First Series B sale providing liquidity? CEO recruiting sustaining pace? - **End of Y6:** TS Services HOSE/HNX IPO completed? Recycled capital flowing? Founder time sustainable? - **At each gate**: continue / slow pace / cap and consolidate **Visual:** Three traffic-light gates on a timeline at Y2/Y4/Y6 + risk matrix table. --- ## Slide 14 — Exit pathways **Title:** Multiple exit paths preserve optionality. **Key points:** - **HOSE/HNX Vietnamese IPO** — TS Services group Y6 (carve-out); subsequent group IPOs Y8+ - **Strategic sale to Vietnamese conglomerate** — Vingroup, FPT, VNG, Masan, Sea Vietnam, Viettel as buyers (5–7 year holds typical) - **Strategic sale to international** — international tech / fintech / PropTech / AI strategics for specific entities - **Singapore SGX listing** — possible for TS Intel commercial AI (international-fundable) - **Per-entity carve-out** at maturity (Series B/C-stage sales) - **Capital recycling** funds next-wave entity launches at every exit (per D21) - **No Cayman flip required** — Vietnam-primary exits eliminate US-IPO friction **Visual:** 6 exit-path icons; pathway examples per entity type. --- ## Slide 15 — The ask **Title:** Multiple investment pathways; immediate Y1 priority is entity-level rounds. **Key points:** | Pathway | Stage | Investor type | |---|---|---| | **Entity-level seed / Series A** | $1.5–10M typical | Vietnamese + regional VCs | | **Tier-1 strategic co-investment** | $5–20M, 10–20% stakes | Viettel, SCIC, FPT, VNPT, banks | | **Group-level participation** | TS Services IPO Y6, TS Block strategic Y7 | Vietnamese institutional + strategic | | **TS Holdings founder-vehicle co-investment** | Selective family-office relationships | Selective | **Immediate priority:** Y1 entity-level rounds (TS People + Mira pre-seeds) and Y2 bank-partner anchor for TS Block. **Contact:** Founder direct — [Contact details] **Visual:** Four investment-pathway cards with logos of named candidate investors (anonymized) + clear call-to-action. --- ## Closing slide — Optional **The ask in one line:** *Vietnam will produce its first repeatable tech conglomerate in the next 5 years. Tech Sequence Holdings is positioned to be that conglomerate. We're inviting selective capital partners to participate at multiple levels.* **Visual:** TS Holdings logo + tagline + founder photo + contact details + "Let's talk" CTA. --- ## Speaker notes for presenter - **Slide 4 (8-year plan):** emphasize this is the *target* shape with explicit decision gates; not a commitment to all 44 entities regardless of conditions - **Slide 7 (firewall):** this is the most differentiating slide; spend time on AIC Group / FLC / Việt Á as concrete examples - **Slide 8 (operator-CEOs):** acknowledge this as binding constraint openly; demonstrates honest risk-thinking - **Slide 10 (capital plan):** emphasize founder capital is concentrated early; recycling carries plan; investors are participating in compounding structure not paying for founder lifestyle - **Slide 13 (gates):** these are real off-ramps with continue/slow/cap decision rules — not aspirational --- ## Pitch deck variants - **Vietnamese VC variant**: emphasize Vietnamese-language fluency, ministry relationships, Vietnamese strategic co-investors (Viettel, SCIC, FPT, VNPT), HOSE/HNX listing path - **Regional VC variant** (Vertex, Openspace, Wavemaker, Monk's Hill): emphasize regional expansion Y5+, cross-border revenue trajectory, Singapore parent for capital flexibility - **International AI investor variant** (for TS Intel specifically): emphasize commercial-only positioning, international fundability, Vietnamese-language specialization moat - **Strategic / corporate VC variant**: emphasize partnership opportunities (Viettel cluster co-investor; bank partner for TS Block; real-estate developer for TS Land) - **Family office variant**: emphasize multi-decade compounding, recycled capital, governance discipline (Big 4 audit, 23 documented decisions) Each variant uses the same 15 core slides + 2–3 variant-specific slides on the relevant focus.