If you're reading this, chances are you're considering SWC as a possible channel for raising capital. The first thing we propose to figure out together is what SWC actually is and how to work with us.
Finance has invented a complex vocabulary to describe itself: crowdinvesting, venture rounds, due diligence, secondaries, buybacks. These words are accurate but create a barrier. So we propose a different language — one you can immediately think and act in.
The simplest accurate way to describe SWC: we are a venture access network. A partner network across 180+ countries, more than half a million community members, projects available in 27 languages. The principle is similar to a retail chain: producer → distributor → shelf → customer. Except the shelf holds access to a vetted project, not yogurt.
Who's who in the chain
Vendor — that's you. The entrepreneur, inventor, founder. In classic retail you would be the producer. Your project is what the network provides access to.
SWC — simultaneously a distributor, access network, and legal aggregator. We package your project, do due diligence, and open access to a community across 180+ countries.
SWC partner — analogous to a promoter and active salesperson inside the store. People and teams around the world who work directly with investors.
Retail investor — the end customer. A private person with a small amount. But there are many of them — the total can be very significant.
Quality of the product — 5 criteria
Any retail chain that values its reputation doesn't put just anything on the shelf. SWC works the same way. Below are the key criteria. An ideal project hits all of them, a strong one hits most.
1. Profitability
The selection baseline is a target project yield of 10%+ per year in USD or EUR. We convert it to a USD equivalent to compare projects fairly. Some successful projects target higher figures — 15–20% at reasonable risk. These are project parameters, not a promise or guarantee of return to any investor.
2. Asset backing
We're not a bank, no collateral required. The question is what investor money turns into. An IT startup leaves nothing behind in failure; a data centre project leaves land, building, equipment. Very different risk profiles.
3. When investors see the first flow
Two models: cash cow (regular payouts — dividends, royalties, interest) and capital growth (asset value increases, exit at the end). The ideal combination — current yield plus capital growth.
4. Splitting into self-sufficient units
If the project can be divided into self-sufficient economic units (e.g. a chain of 40 real estate units), every dollar raised immediately becomes working economy. This removes the psychological barrier and dramatically speeds up the raise.
5. Co-investment
If professional investors (fund, business angel) already believe in the project, it strongly raises trust in the retail market. The ratio can be anything — 95:5, 75:25, 50:50.
Deal structuring
Many vendors are worried by the thought of thousands of retail investors: what do I do with them? Sign thousands of contracts? Register them all as shareholders? There is no organisational catastrophe.
From the vendor's perspective, retail investors don't exist individually — they exist as one aggregated counterparty in the form of SWC. From your point of view: one legal entity (SPV) comes with one contract, transfers the sum in one payment after the round closes, and represents one counterparty at the table.
Analogy: ten friends want to buy an apartment for rent together. They form a joint company, each getting a share proportional to their contribution. To the tenant there's one owner — the company. In our case, inside such a structure there are not ten friends but thousands of investors from dozens of countries, and all operational work is handled by SWC through purpose-built legal structures (SPVs) in line with the applicable jurisdictions' requirements.
What you get: focus on the business, a clean cap table (one line instead of thousands), regulatory protection, and a ready-made investor relations infrastructure.
Marketing the product
Product quality alone doesn't determine how well it sells. In a large supermarket, two equally good yogurts on different shelves sell differently — one at eye level, one in a far corner. The same laws apply inside an investment retail network.
After acceptance, we package the project as an investment product card — translating the business plan into the language of a person ready to invest a thousand dollars or two. Translated into 27 languages. Accessible via the app, partner dashboards, and notification systems for active investors.
But even a card on the shelf is a passive channel. Most people don't buy complex financial products 'off the shelf'. They need someone to explain, answer questions, help them understand. This is where partners come in — professional participants in our system, working continuously with their audience.
Example: how the partner budget works
Your project needs $5M operating capital at 30% per year for investors. Approach 1 — raise exactly $5M at 30%. Slow — partners prioritise projects with commissions. Approach 2 — raise $10M at 15% (market reference for USD), direct the rest to the partner program. Each investor still gets 15% on their capital; you get $5M operating; partners get commissions; SWC handles everything. Result — the same $5M, raised fast, with international reach and a mass of loyal investors who promote your product in 27 languages before you've even launched.
Beyond the money
International audience, personally invested
Thousands of people across 180 countries didn't just invest — they chose to believe in you. In each country this generates local word-of-mouth in the local language.
Partner network as a sales channel
Partners don't disappear after the round. Their economics are tied to project success. When your product launches, you already have people in dozens of countries who know it from the inside.
Independence in running your project
Alternative channels look cheaper on the rate but cost more on influence. A large investor takes a board seat, veto rights, their own vision. Raising through SWC has no such factor. You stay the captain of your project.
Live market feedback before launch
A real community forms around your project. What's clear immediately, what raises questions; which features generate interest; where demand is higher — you hear all of this long before spending money on development.
Strong negotiating position for the next round
At the next round you arrive with a working business, clean cap table, and a ready international community. A completely different negotiating position.
How to start working with SWC
- 1
Self-check against the 5 criteria. Assess your project honestly.
- 2
Estimate your marketing budget — as an investment in speed, reach, and shaping your market.
- 3
Initial application via AI audit. Get a breakdown — the team will reach out.
- 4
Structuring and packaging. Legal vehicle, partner program, content translations.
- 5
Raise launch. Project hits the shelf, the international community forms.