Chapter One
Meeting Consensus at a Glance
Core judgment — Five locations, five roles, each with its own duty. Run one deal first, then scale. Beijing delivers, Dubai presents, Hong Kong settles, mainland contracts, licenses on-demand.
Presence · Middle East
Mr. Chai Fronts
Mr. Chai handles client engagement in-country; no new hires; operations run in Beijing
Format · Office
Premises + Signage
Convince B2B clients "we are not a shell company"
Vehicle · Entity
New Company
Do not mix with existing businesses — pick one of two or set up new
Workflow · Collaboration
Online Forms
Replace WeChat group hand-off with tiered review
Consensus Detail
| Topic | Conclusion |
|---|---|
| Middle East local presence | Mr. Chai handles client engagement and signage locally; operations completed in Beijing; no new hires for now |
| Office format | Physical premises + company signage — convince B2B clients this is not a shell |
| Brand positioning | Composite identity: "Beijing parent + Middle East office + agent relationships with four major payment institutions" |
| Reuse existing entity? | Must use a new company — no commingling with existing businesses |
| Entity choice | Pick one: Wendy's entity — two options, both hold the domestic aggregated payment license: Xingyao Jinbo (Beijing) Digital Technology Co., Ltd. or Beijing Yidian Lingxi Culture & Media Co., Ltd. — or Mr. Lin's Beijing Tiankun Shengda (holds Kazakhstan MOU) — decide within two days |
| Hong Kong company | Must open eventually (key node for profit maximization) |
| Internal collaboration | From WeChat groups → online standard forms + tiered review, avoid repeated material shuffling |
Stakeholders at a Glance
| Role | Name | Position | Duties |
|---|---|---|---|
| Strategic Partner | Mr. Lin | Beijing payment ops lead | Payment rails, split settlement, HK settlement, Kazakhstan MOU |
| HK Legal Rep | Wendy | Hong Kong virtual co. director + Beijing rep | Interface with international payment institutions for signing |
| Middle East Presence | Mr. Chai | Dubai on-ground rep | Client engagement, material collection, office signage |
| Internal First-Tier Review | Wendy | Beijing team T1 | Client material compliance pre-check |
| Project Coordination | Grace | Grace Team | Interface with Wendy on flow; onboarding clients |
| Strategic Interface | Grace Zhang | Our side lead | Entity architecture, Kazakhstan MOU, systems / IT |
Chapter Two
Corporate Architecture & Entity Roster
Current Entity Landscape
| Entity | Owner | Status | Purpose |
|---|---|---|---|
| Xingyao Jinbo (Beijing) Digital Technology Co., Ltd. Beijing Yidian Lingxi Culture & Media Co., Ltd. (pick one, TBD by Wendy) | Wendy | Existing, holds Domestic Aggregated Payment License | Beijing business booking entity |
| Xinbo | Mr. Lin's legacy brand | Mentioned but not detailed | TBD |
| Beijing Tiankun Shengda Technology Co., Ltd. | Mr. Lin | Existing, signed MOU with Kazakhstan (formal agreement ~3 months out) | Central Asia entry |
| Hong Kong Co. (Wendy as director) | Lin / Wendy | Existing, virtual office | HK virtual account VA receiving + tax settlement |
| Singapore Account | Mr. Lin | Existing | Singapore virtual account VA receiving |
Three-Tier Entity Architecture (Hard Requirement)
Hong Kong Entity
New Co. or Wendy's Existing HK Co.
- Holds Money Service Operator (MSO) license
- Handles international business
- HK Virtual Account (VA) for receiving
- Tax settlement and booking
Mainland Entity
Xingyao Jinbo / Yidian Lingxi · OR · Tiankun Shengda
- YeePay Global
- iPayLinks International
- Airwallex
- XTransfer
- LianLian Global
Middle East Office
Dubai, UAE
- Mr. Chai fronts clients on the ground
- Company signage + physical premises
- B2B client engagement entry point
- No new hires; no fund handling
Why Mainland Entity Is Non-Negotiable
Hard constraint: mainstream Chinese payment institutions only sign agent agreements with domestic entities. International or Hong Kong companies cannot execute these agreements.
Bottom line: Mainland entity = ticket to entry, not optional.
Why the HK Company Must Be Newly Set Up
"My HK company runs too many other businesses mixed together — the accounts are unclear." — Mr. Lin
The new HK company is dedicated to: opening virtual accounts (VA) → receiving cross-border funds → routing purchases/payments via Airwallex/LianLian → tax settlement in Hong Kong.
Licensing Strategy
| License | Decision | Cost | Barrier | Purpose |
|---|---|---|---|---|
| HK Money Service Operator (MSO) | MUST | ~ ¥700–800K | Manageable | Central Asia cross-border, resource aggregation, Kazakhstan project support |
| US–Canada Money Services Business (MSB) | HOLD | Relatively low | Lowest barrier | Kept in reserve; defensive holding |
| Singapore MAS Payment Institution (PI) | SKIP | Modest fee | Requires 2+ years of operating history | Not yet — revisit when business matures |
| Domestic Aggregated Payment License | HELD | — | — | Held by Wendy's entity (Xingyao Jinbo / Yidian Lingxi) — key factor in entity selection |
Chapter Three
Middle East Office Setup Checklist
Location
Dubai · UAE
Rationale:
- Mr. Chai fronts locally — zero incremental headcount
- Dubai is the Middle East business hub — high B2B credibility
- Geographic synergy with existing Middle East logistics warehouse project, Daona Building Materials platform YUJ entity
Signage and Premises Requirements
Goal: when B2B clients visit, they should feel "this company has real presence, not a shell".
| Item | Requirement |
|---|---|
| Fixed premises | Shared with Mr. Chai, co-working space, or dedicated small office |
| Door plate / logo | Mandatory — key trust anchor for B2B |
| Meeting area | A conference table + display of company materials |
| Business cards | Bilingual (CN/EN), marked as "Beijing HQ · Dubai Office" |
| Marketing collateral | Single-page company intro highlighting agent relationships with four major payment institutions |
| Communication channels | WeChat + email + local phone number |
Brand Strategy
Key judgment: Do NOT display the brand of any single payment institution (e.g. CocoLink / QQ Link / SuperLink or YeePay). We act as agent for multiple institutions — displaying one brand would forfeit our flexibility.
Correct posture: display our own company logo ("replicate the Beijing model"). External pitch:
We are the Dubai office of Beijing XXX Company. We have agent relationships with four major international payment institutions (YeePay Global, iPayLinks International, Airwallex, XTransfer, LianLian Global). Based on your country and business profile, we match you to the optimal payment rail.
Chapter Four
Business Operations Flow
End-to-End Fund Flow (Middle East Client Example)
i
Middle East Client · Dubai Order
Mr. Chai fronts locally; client expresses payment need
ii
Material Collection · Online Form
Mr. Chai guides client to submit order info + material checklist via the online form system
iii
First-Tier Review · Wendy
Beijing team pre-check: material completeness + preliminary compliance judgment
iv
Second-Tier Review · Grace + Risk · Mr. Lin
Rail matching decision (YeePay / iPayLinks / Airwallex / XTransfer / LianLian) + large / sensitive deal gatekeeping
v
Client Payment → HK Virtual Account (VA)
Client pays AED / USD to HK VA, entering our fund routing pipeline
vi
FX Purchase + Hong Kong Tax Settlement
HK company processes FX purchase and settles tax in HK → reduces client's domestic tax burden
vii
Split Settlement · Diverted into 2–3 slices
Route via trade documentation (lower tax); some flows back to mainland corporate / personal accounts, some stays offshore
viii
Funds Land · Transaction Complete
Our revenue = channel spread + document service fee + FX spread + HK tax settlement share
Rail Matching Decision Matrix
| Client Location / Scenario | Preferred Rail | Rationale |
|---|---|---|
| Africa | Airwallex | Rail advantage |
| Middle East (trade) | LianLian Global / iPayLinks International | Flexible split settlement, high clearance cooperation |
| Central Asia (Kazakhstan) | HK MSO + local payment institution transit | AED ⇄ KZT rail is scarce |
| Split scenarios | HK transit | Slice into 2–3 tranches, distributed to mainland + elsewhere |
| Non-standard business / cannot clear customs but compliant | HK VA + trade documentation | We help draft documents + optimize tax |
Our Products & Service Value
Core logic: the client's business is compliant, but regulatory scrutiny creates friction. We use our products to complete their documentation and match the right rail.
| Product / Service | Scenario | Value |
|---|---|---|
| Virtual Credit Card (VCC) | Cross-border small-ticket, test transactions | Fast onboarding, no bank account needed |
| MSO Payment Rail | Large-ticket trade settlement | Compliant rail |
| Trade Documentation Pack | Client missing customs / logistics documents | We provide the docs — business passes review |
| Split Settlement Service | Large-ticket distribution | Slice into 2–3 tranches via HK |
| Hong Kong Tax Settlement | Client has heavy domestic tax burden | Tax settled in HK — mainland tax reduced or eliminated |
We do not touch funds — we earn service fees + channel spreads.
Chapter Five
Team Collaboration Framework
Mr. Lin and Grace have reached consensus on "no more WeChat group hand-off". Below is the delivery plan.
From "Group Chat" to "Form System"
Legacy Mode (Pain Points)
- Client → Mr. Chai → Wendy / Mr. Lin → client asked for materials repeatedly
- Many WeChat groups, materials tossed back and forth, patched-in additions
- Limited English communication capacity; Mr. Chai is expert but time-constrained
Target Mode (Goal)
- Client logs into online form system and registers
- By business type (goods trade / services trade / non-standard) the system auto-matches the required material checklist
- One-time submission, system routing, reduce manual hand-off
Tiered Review Flow
i.
T1 Review
Wendy
Material completeness + preliminary compliance
ii.
T2 Review
Grace
Business substance verification + rail matching
iii.
Risk
Mr. Lin
Large-ticket / sensitive gatekeeping (>$500K or sensitive regions)
iv.
Execution
Wendy to Institutions
Dispatch instructions to LianLian / YeePay / Airwallex; initiate fund flow
Dedicated Team Allocation
- Out of Mr. Lin's 5–6 person team, allocate 1–2 to full-time Middle East line
- Concentrated processing when deals arrive — avoids "everyone busy, nobody specializes"
- Dedicated staff = client engagement stability + standardization driver
Communication Tool Consolidation
| Scenario | Tool | Principle |
|---|---|---|
| Client → us | Online form system | Structured submission, no IM |
| Internal workflow | Form system + email | Auditable trail |
| Urgent | WeChat (dedicated staff to client only) | Limited use, no groups |
| English clients | Email + Mr. Chai coordination | Technical topics routed to Mr. Chai |
Explicit: no WeChat client groups. Mr. Chai is time-constrained; full-day group monitoring is not realistic.
Chapter Six
Target Customer Profile
Middle East Client Profile (Dubai UAE as Center)
| Dimension | Profile |
|---|---|
| Geography | UAE (Dubai focus), Saudi Arabia (KSA), Fujairah, GCC region |
| Client type | B2B — Middle East trading firms, Chinese-owned trading companies, energy/chemicals traders, building material buyers |
| Typical business | Sourcing from China (building materials, machinery, consumer goods, chemicals); oil & gas trade; cross-border settlement |
| Pain point 1 | Domestic clearance challenging but business is compliant |
| Pain point 2 | No HK account, no efficient cross-border rail |
| Pain point 3 | Missing compliant documentation (PI / customs / logistics) |
| Pain point 4 | AED settlement rail is scarce |
| Currencies | AED, USD, CNY |
| Ticket size | Medium-to-large B2B (est. $50K–$5M range) |
| Decision chain | Owner / CFO direct decision — trust and compliance matter |
| Trust anchor | Physical office, B2B case studies, clear payment institution partnerships |
Kazakhstan Client Profile
| Dimension | Profile |
|---|---|
| Geography | Kazakhstan (Almaty, Astana) + Central Asia 5 (Uzbekistan, Kyrgyzstan, Tajikistan, Turkmenistan) |
| Strategic entry | Energy Minister-led local cross-border project (mentioned in meeting by Mr. Lin) |
| Client type | Energy-related SOEs, commodities traders, Central Asian logistics companies |
| Typical business | Central Asia → China goods trade, energy commodities, Russia-bound rail freight settlement |
| Pain point 1 | Central Asia CIS settlement rails extremely scarce |
| Pain point 2 | AED ⇄ KZT no direct rail, requires third-party transit |
| Currencies | KZT (tenge), RUB, USD, AED |
| Ticket size | Large (energy / commodities, est. $1M–tens of millions) |
| Trust anchor | Beijing Tiankun Shengda signed MOU with Kazakhstan (formal agreement within 3 months) — natural endorsement |
See sister volume: Tiankun · Kazakhstan Digital Payment JV Strategic Plan (AIFC FSP)
You have real trade needs — but settlement rails, documentation, and tax burdens hurt. Our Beijing HQ connects four major international payment institutions; our Dubai office serves you directly to route funds cross-border safely, compliantly, and cost-effectively.
Chapter Seven
Pricing Framework & Open Topics
Pricing Framework (Pending Mr. Lin's Input)
Internal Cost Sheet
- Base rates for each payment institution (LianLian / YeePay / Airwallex / XTransfer / iPayLinks)
- Used for internal rail selection decisions
- Not for external distribution
External Quote Sheet
- Quoted by business type + destination + ticket-size tier
- Differentiated pricing for Middle East / SE Asia / Africa / Central Asia
- Used by Mr. Chai / Wendy for client quoting
Owner: Mr. Lin provides costs → Grace formalizes format → all four (Grace / Lin / Wendy / Chai) sign off jointly.
Three Key Open Topics
| No. | Topic | Pending Decision |
|---|---|---|
| Q1 | Which entity fronts in the Middle East | Wendy's entity: Xingyao Jinbo / Yidian Lingxi (aggregated payment license) vs Beijing Tiankun Shengda (Kazakhstan MOU) — pick one or set up a third |
| Q2 | License inventory per entity | What licenses each of the two entities holds — inventory list required |
| Q3 | Pricing sheet | Internal costs + external quotes — v1 draft required |
Secondary To-Dos (Grace Side)
- Verify Wendy's exact role with SuperLink (or CocoLink / QQ Link) — partner-agent vs employee
- Finalize Wendy's entity: Xingyao Jinbo (Beijing) Digital Technology Co., Ltd. vs Beijing Yidian Lingxi Culture & Media Co., Ltd.
- Discuss entity ownership with senior Grace / Mr. Lin's partners
Chapter Eight
Action Plan & Expansion Path
Action Plan & Ownership
| Priority | Item | Owner | Timeline |
|---|---|---|---|
| P0 | Confirm Middle East fronting entity | Mr. Lin + Grace | Within 3 days |
| P0 | License inventory per entity | Wendy (Xingyao Jinbo / Yidian Lingxi) + Mr. Lin (Tiankun Shengda) | Within 3 days |
| P0 | Internal cost sheet + external quote sheet v1 | Mr. Lin | Within 7 days |
| P1 | Business type classification + material checklist per type | Mr. Lin + Wendy | Within 7 days |
| P1 | Allocate 1–2 dedicated staff to Middle East line | Mr. Lin | Within 7 days |
| P1 | Online form system · Phase 1 prototype | Grace Team | Within 14 days |
| P2 | Dubai office premises + signage | Mr. Chai | Within 30 days |
| P2 | Bilingual (CN/EN) business cards + company one-pager | Grace Team | Within 30 days |
| P3 | Register new Hong Kong company | Mr. Lin + Wendy | After first 3 deals |
| P3 | Hong Kong MSO license application | Mr. Lin + Wendy | Q4 2026 kickoff |
| P3 | Singapore satellite office (replicate Dubai model) | Grace + local partner | Q1 2027 |
Expansion Timeline
Phase I
Q3 2026
Q3 2026
Dubai office signage · First deal executed
Phase II
Q4 2026
Q4 2026
Hong Kong company + MSO license · Profit maximization
Phase III
Q1 2027
Q1 2027
Singapore satellite · Southeast Asia expansion
Phase IV
Q2 2027
Q2 2027
Kazakhstan formal agreement · Central Asia rail activated
Phase V
H2 2027
H2 2027
US–Canada MSB reserve license · North American backup
Strategic alignment: matches the company IPO strategy — payment services revenue is IPO-eligible compliant business, complementing FX-defensive commodity trade.