01
State-owned capital & guidance funds
Online supervision, look-through holdings, fund-of-funds lifecycle
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Sectors
The nature of the capital sets the constraints on the system
A provincial SOE group answering a supervisory filing office and a market GP measured on DPI need opposite designs: one requires immutable definitions and complete evidence trails, the other requires re-computable valuations and fast information capture. Projects that start from the wrong side end in manual reconciliation.
Why we segment by sector
Feature lists converge. Definitional authority does not.
Any vendor can copy nineteen systems onto a datasheet. What actually decides the outcome is three sector-specific facts: who owns the field definitions, where the filing outlet sits, and how the performance metric is calculated.
For a provincial SOE, definitions live in the supervisory reporting rules. For a guidance fund, they live in reinvestment ratios and look-through rules. For a market GP, they live in the LP reporting pack and the valuation policy. For a lender, in credit policy and the five-tier classification. Each sector page states its own constraint set, then maps it to configurable platform capability.
Five sectors
Pick the one closest to your capital type and assessment method. Groups spanning several businesses start from the strictest.
02
Private equity & venture capital
One data spine from deal flow to exit
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03
Financial holding & quasi-financial
Lending, factoring, leasing, AMC and distressed assets on one control plane
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04
Renewables & infrastructure
Asset ledger from feasibility to O&M for solar, wind and storage
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05
Family office & wealth management
Multi-currency portfolios, LP reporting, succession disclosure
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Where to cut first
Use this to place yourself within two weeks, and to decide what the first workstream should be.
| Capital type | Who owns definitions | First cut | Typical failure |
|---|---|---|---|
| Provincial / municipal SOE platform | Supervisory reporting rules | Unify three tiers and the filing outlet | System goes live; filings still hand-assembled |
| Government guidance fund / FOF | Reinvestment ratio and look-through rules | Automate sub-fund allocation and performance | Inconsistent reinvestment definitions; audit rework |
| Market PE / VC | LP reporting pack and valuation policy | Post-investment capture and valuation recompute | Portfolio data filled in only the week before the annual report |
| Financial holding / quasi-financial | Credit policy and five-tier classification | Unified limits, alerts and recovery trail | Business lines built separately; no group risk view |
| Renewables / infrastructure | Tariff, subsidy and O&M metrics | Feasibility model and operational data on one source | Investment model and O&M ledger never reconcile |
Questions at the shortlist stage
We already run OA and a finance system. Do we still need an investment platform?
The test is whether funds, deals, holdings and valuations have definitions independent of accounting entries. OA carries approval evidence and finance carries ledger postings; neither answers "what is our diluted stake and carrying value in this project today". If that number still lives in spreadsheets, the two systems are complementary, not duplicative.
Multi-business group: one platform or separate procurements?
Separate procurement leaves the group without a single risk view and makes annual consolidation manual. We recommend unifying the data dictionary first, then releasing front-ends by business line — the phased route most financial holding clients actually take.
Does a state-owned background require a localised technology stack?
Most provincial and municipal tenders require domestic-stack compatibility. The company holds Xinchuang qualifications and delivers the adaptation work inside the contract scope; the exact list depends on your jurisdiction and supervising body.
Can you cover adjacent businesses such as secondaries or REITs?
The ledger and valuation logic for secondaries and real-estate assets already exists inside the equity-management and fund modules. Transaction structure and valuation policy need configuration; our assessment states whether your case is standard or bespoke.
Start with a current-state assessment
In 45 minutes we map the breaks across your pre-investment, portfolio, post-investment and reporting chain, then set out a phased path.