What we offer

Our products

Project finance, trade finance and contract finance — delivered with an advisory-first approach that makes every deal profitable — alongside project management and the strategic linkages that turn ambition into achievement.

  1. 01 Project Financing Project, trade & contract finance, structured for the supremacy of value.
  2. 02 Commodity Financing Short-term trade finance across livestock, cereals, oil & gas and metals.
  3. 03 Project Management Unparalleled delivery — whether we finance the project or not.
  4. 04 Strategic Linkages Bridging SMEs, government and multinationals as the linkages master.

Financing

Project Financing

Advisory-first project, trade and contract finance — structured for the supremacy of value.

ACL provides project finance, trade finance and contract finance, with our utmost commitment to make each deal profitable. We offer unparalleled advisory services before discussing the available financing options. The deal is structured in an optimal manner to ensure supremacy of value. We combine meticulous "Know Your Customer" (KYC) parameters with intuitive value perception to offer the best deals in our niche.

Rejection of credit seekers by banks and other financial institutions is never a parameter for us to turn down a prospective partner. Instead, we offer high-level mitigation measures as well as better collaboration and capacity-enhancement mechanisms to turn a loss into a win. This is the highest ideal we aspire for.

Infrastructure works financed by Aliaise Capital

We source funds from a wide array of investors

  • Investment funds
  • Private equity investors
  • Individual investors
  • Negotiated bank loans

Project financing is a model that has been used to finance a great deal of sovereign projects in emerging markets across the world. ACL aims to simplify the complex syndicated structure of project financing as used in mega projects, and domesticate this to suit even low-value projects. Our model therefore adopts a simplistic view with the following parties in play:

  • Shareholders
  • The lenders
  • Grantor / procuring entity
  • Project company / construction contractor
  • Supplier of inputs

Each of the parties above enters a contractual engagement to safeguard the overall goal of all players. Their interrelationship and close cooperation during project execution is key to successful implementation. Upon consideration of all available options, cash flows from the financed project could occasionally be accepted as a repayment mode for the funds advanced. However, for projects whose cash inflows are not apparent in the foreseeable future, the model is structured differently. The formation of Special Purpose Vehicles (SPVs) for project execution is key to ensuring that all parties are brought under one contractual commitment.

Apply for project financing

Trade finance

Commodity Financing

Short-term finance for the producers, traders, importers and exporters who move commodities.

This is a specialised area of trade finance that focuses on funding the production, transportation and sale of commodities. It is primarily a short-term financing arrangement focusing on the players in the commodities business — producers, commodity traders, and commodity importers and exporters. Currently, the following types of commodities are a focus of ACL:

  • Livestock & livestock products
  • Cereals of all types
  • Oil & gas trading
  • Mining & metals
  • Other soft commodities

Further discussions on the above are necessary to tailor the right financing to suit the needs at hand.

Discuss commodity financing

Delivery

Project Management

Unparalleled project management that turns average projects into high-performing ones — whether we finance them or not.

Project management is paramount to the success of any venture. Whether we offer the financing or not, ACL seeks to offer project management services that are unparalleled. The effects of poor project management are often dire, such as:

  • Budget overruns
  • Projects stalling
  • Missed deadlines
  • Large scope changes
  • Insufficient resources
  • Stakeholder dissatisfaction

The purview of project managers is to ensure that the above risks are mitigated and Return on Investment (ROI) is maximised. Trained project managers can turn otherwise average projects into high-performing projects. Application of tried-and-tested project management methodologies produces positive outcomes while inducing change management — a lasting impression on employee productivity.

Key roles of our project managers

  • Performing a project assessment to define scope and timeline
  • Costing the project to help develop a budget
  • Identifying any impacted stakeholders
  • Development of a project management plan
  • Directing all aspects — team members, employees and vendors
  • Procuring necessary materials for the project
  • Ensuring the project stays on budget and timeline
  • Overseeing quality management of the project
  • Developing a project communication plan
  • Training stakeholders on new processes or systems
  • Executing the project roadmap and tasks
  • Monitoring and reporting on progress and KPIs
  • Closing out the project and providing a final report

Our team of experts

  • Architects
  • Engineers
  • Construction managers
  • Project managers
  • Quantity surveyors
  • Certified Public Accountants
  • Legal advisors
  • Procurement specialists

Fields we have managed projects in

  • Healthcare
  • Housing
  • Water
  • Lighting
Request project management

Partnerships

Strategic Linkages

Bridging SMEs, government and multinationals — as the linkages master.

"Companies are just beginning to learn what nations have always known: in a complex, uncertain world filled with dangerous opponents, it is best not to go it alone." — Omae, 1989

The century has seen increased strategic linkages taking the form of mergers, acquisitions, equity partnerships, consortia, joint ventures, technology licensing and development agreements, supply agreements, manufacturing collaborations and marketing agreements — apparent in sectors such as aviation, automobiles, biotechnology, pharmaceuticals and telecommunications, among others.

ACL wishes to bridge the gap by being the linkages master. The following constraints attend to SMEs and underscore the need for strategic linkages:

  • Excessive government involvement in the economy, which prevented indigenous entrepreneurs from gaining managerial experience in dynamic medium and large-scale enterprises.
  • Monopolies and subsidies given to public enterprises, and rules and regulations which stifled entrepreneurship.
  • SMEs starved of capital and other inputs, with credit directed to larger enterprises — even when experience shows it is possible to lend profitably and effectively to SMEs.
  • Scant access to foreign funds and foreign direct investment, reducing their ability to upgrade technology and managerial know-how.

The whole spectrum of linkages has been studied and contextualised by ACL, and the wealth of knowledge gathered is applied for the benefit of SMEs. SMEs play a key role in transition and developing countries — typically accounting for more than 90% of all firms outside the agricultural sector, constituting a major source of employment and generating significant domestic and export earnings. As such, SME development emerges as a key instrument in poverty-reduction efforts.

Government–SME linkages spearheaded by ACL

  • Improving the flow of information about potential local suppliers to purchasers (local and global), and about supply opportunities to suppliers — through a national website and/or business directories, supplemented by 'meet-the-buyer' events.
  • Targeting suppliers on the basis of proven abilities and commitment to future improvements.
  • Working closely with Multinational Corporations (MNCs) by inviting them to help potential suppliers:
    • (a) understand their supply requirements;
    • (b) identify areas in which they have good opportunities to supply; and
    • (c) draw attention to weaknesses they must overcome to succeed.
    Such an intermediary role helps build mutual understanding and trust between the MNC and the potential supplier.
  • Helping SMEs/suppliers identify needs and then access the public and private support services they require.
  • Developing capacity-building programmes including supply-chain and cluster initiatives, recognising the potential to develop tiers of suppliers to maximise trickle-down effects — including micro-enterprises as lower-tier suppliers.
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