We have read the FC Bunyodkor plan in full. It is an unusually specific document — the structure, the partners, the distribution and the action plan are all set out plainly. That made it possible to be equally specific in return.

One line in it is the reason for this proposal — the plan names information technology and AI as very important, and then leaves that seat unfilled.

The consortium you have assembled is strong, and every seat in it is filled by somebody credible.

EyeBall analyses matches. Hudl records them. The Cruyff Institute teaches the coaches. Cerberus handles the law. Next Level Sport runs the events. VS Investments shapes the strategy.

That is the seat we are asking for.

This is the clearest way to see the gap. Each figure in the plan rests on something operational, and in each case that thing is currently absent.

Worth saying before anything else.

We do not want anyone's job. We want the layer underneath all of them, which is currently unassigned.

Not with all six. Three stand alone today: People, because your own structure document names it; Money, because the diligence work it produces is an input to the ten-year agreement rather than a consequence of it; and Media, because it needs nothing from anyone and produces something visible in the first week.

The remaining three depend on answers only you can give.

1. Where do player registrations and contracts live today?

   Paper, spreadsheets, or a system held by the current owner. The answer changes the size of System 01 considerably.

2. Who owns investor reporting?

   If VS Investments already produces the quarterly distribution figure, we would build to support them rather than alongside them.

3. What is a franchise?

   A physical satellite academy, or a licensed brand operation. Both are buildable; they are not the same build.

4. Does sponsor inventory exist in written form?

   Delivery reporting requires knowing what was promised. If that lives in conversations, capturing it is the first task.

We would rather ask these than assume them. Everything in these documents is drawn from your plan; where we have inferred something, we have said so.

SLOE Labs Inc. is a Canadian technology company. We build and operate custom operating systems for organisations, provisioned per client rather than sold as one fixed product — which is why a network of regional branches is a natural fit rather than a future problem.

Our football work includes academy intelligence for a Spanish professional club, a full club operating system deployed in the Gulf in Arabic and English, and computer-vision scouting infrastructure. We run payments, recurring billing, document generation and AI agents in production today.

Multilingual delivery is not an add-on for us. It is how the systems are built — which matters when coaches write in Uzbek and Russian and buyers read in English.

This system was not invented for this proposal. Your structure document asks for it twice — once under the HR Department, once under the Legal Advisor.

Two roles, one record. The Legal Advisor and the HR Department are asking for the same thing.

That volume cannot run on spreadsheets, and a new HR department needs somewhere to put it.

This matters more than what it is.

Different questions about the same person. This system answers the second set.

1. Holds the record

   One file per person, from the day a nine-year-old enters the academy to the day he is sold or released. Registration history, contract terms, consents, documents, salary, availability.

2. Warns before things expire

   Every contract, registration, licence and parental consent carries an end date. The system surfaces what is about to lapse — across all 1,000 players — before it lapses.

3. Protects privacy

   Salary and medical fields are visible only to entitled roles. Your structure document names privacy and salary control as an HR requirement.; this is the mechanism.

4. Produces the paperwork

   Registration lists, contract packs and compliance reports, generated from the record, in the language the recipient reads.

HR wants contracts. Legal wants contracts. The Medical Centre wants availability. The Sporting Director wants to know who is registered.

All four are asking about the same person on the same day. Four systems means entering that player four times and reconciling four answers.

Your coaches write in Uzbek and Russian. European buyers, agents and federations read English.

The system stores what was written, in the script it was written in, and produces the English version on request. The original is never overwritten.

Not a translated interface — a record that holds both, so a note written in Tashkent arrives readable in Barcelona without anyone retyping it.

On contracts specifically: each contract carries a designated binding language, with translations marked as convenience copies. Your legal advisors should confirm the requirement; the system is built to hold it.

People Infrastructure is the first of five systems. It is first because it is the one your structure document asks for by name, and because everything else in the club eventually refers back to a person.

Your financial formula sets out a four-way distribution that changes every year for five years.

Agreed across ten revenue streams and two entities. Quarterly. For ten years.

And your financial formula is explicit about what those numbers decide: after internal DD, we shall update the size of investments and the shares in 2026–2036.

Cerberus audits. VS Investments advises. Neither is a system of record.

We build the ledger they both read from — so four parties see one number rather than four reconstructions of it.

1. Reconstructs the history

   Three years of club and academy revenue and cost, rebuilt from whatever exists today, into a structured and queryable record — with every gap visible rather than assumed.

2. Computes the distribution

   Your percentages, hardcoded to your years. Net profit, the sponsorship bonus and the transfer bonus, calculated per party, per period, traceable line by line.

3. Holds both currencies

   Every entry carries soʻm, dollars and the rate applied. The books are kept locally; the investor reads globally. Neither has to convert by hand.

4. Leaves an audit trail

   Who entered each figure, when, and against which supporting document. This is what makes the number defensible rather than merely asserted.

your financial formula reads 2030 — 100% to investor (including 10% to management company). Read strictly, that is 90/10; read loosely, it is 100 with a carve-out.

The system models it as 90/10 and flags the ambiguity rather than silently choosing. Small point — but it is the kind of point that becomes an argument in year four if nobody writes it down in year one.

Statements generate in Uzbek, Russian or English on request, from the same underlying figures. Uzbekneftegas, Cerberus and a European investor each read the same ledger in the language they work in.

Money Infrastructure is second because it is the only system that is useful before the ten-year agreement is signed — the diligence work it produces is an input to that agreement, not a consequence of it.

The plan commits to daily output across Instagram, Facebook, Telegram and the website — and is explicit about how much work that is.

Read it as a workload. Four channels × three languages × two entities, daily, is roughly 120 publications a week.

Your own document records what happens when that is attempted by hand: marketing is described as not functioning at all.

Your media lead makes the creative decisions. We do not write your voice or choose your campaigns.

We remove the repetitive half — translation, per-channel reformatting, scheduling, reporting. A person still decides what the club says.

1. Drafts in three languages at once

   One approved message becomes Uzbek Latin, Uzbek Cyrillic, Russian and English versions, formatted per channel, ready for a human to approve rather than write.

2. Builds match day from the record

   Line-ups, results, scorers and milestones drawn from club data instead of retyped — so the post is correct because the record is correct.

3. Schedules and publishes

   One calendar across Telegram, Instagram, Facebook and the website, with what is queued, what is live and what is missing plainly visible.

4. Reports what worked

   Reach and engagement per channel and per language — which matters commercially, because it is also the evidence a sponsor receives.

The plan lists Instagram, Facebook, Telegram and WhatsApp together, as though they were equivalent channels. In Uzbekistan they are not.

Telegram is where Uzbek audiences actually are — it is the primary distribution channel for national media, and it costs nothing to reach a follower there. It also supports membership, ticketing and notifications inside the same conversation, which no other channel on that list does.

The app remains worth building later. It is the wrong thing to build first.

Of the six systems, this one requires no data migration, no payment integration and no regulatory question. It can run before the ten-year agreement is signed, and it produces something visible in the first week.

It also fills the funnel everything else monetises. The fan revenue case in the plan needs the fans first — and they arrive through this.

Media draws fixture and squad facts from People, and its engagement figures feed the sponsor delivery reports in Commercial. It depends on neither to start.

The action plan commits the club to a weekly public programme it has never run before — club tours, Sunday family festivals, school and student events.

Each is the same object: a slot, a capacity, a list of people, a payment, a check-in. None of it exists, and none of it scales on a phone and a notebook.

The academy is the same shape at greater volume — sessions, attendance, beds, fees and parent communication, every day.

Next Level Sport Management runs the camps, the trials and the commercial events. The Cruyff Institute sets the coaching content. We do not run events and we do not write methodology.

1. Schedules and fills

   Sessions, tours, festivals and tournaments as bookable slots with real capacity limits — so a Sunday morning cannot be oversold and a pitch cannot be double-booked.

2. Records attendance

   Who was expected, who arrived, who did not. Across squads, across events, recorded on the pitch rather than reconstructed afterwards.

3. Manages the boarding house

   140 places as assignable capacity — who occupies which place, from when, under whose guardianship, with which documents on file.

4. Collects the fees

   Academy fees, event tickets and tour bookings raised, tracked and reconciled into the same ledger the board reads.

A regional branch needs its own enrolments, its own registers, its own fees — and it needs Tashkent to see all of it. That is the same system, provisioned again under the parent brand.

Our platform stands up a fully branded instance per branch as a matter of routine. It is worth agreeing early whether a franchise here means a physical academy or a licensed operation, because the answer changes what gets built.

Operations depends on People — every session register and every boarding place refers to a person record — and on Payments for anything with a fee attached.

Your own structure document is blunt about the current position: the marketing function is described as not functioning at all.

And the action plan commits to fixing it in the same year, with paid membership, bonuses and discounts — and no mechanism named to run them.

The revenue case rests on it. your investment case puts a number against fan engagement — and a number of that kind requires a member record, a payment, a renewal date and a benefit that can actually be redeemed.

The Executive Director wins the sponsors. VS Investments shapes strategy. Next Level Sport delivers the events. Your media lead makes the content.

This system does not sell. It makes selling repeatable, and it makes renewal an argument supported by evidence.

1. Holds the fan record

   One record per supporter — membership tier, join date, renewal date, payments, benefits used, communication preference and language.

2. Runs membership

   Tiers, pricing, bonuses and discounts, with renewal windows surfaced before they lapse rather than after.

3. Tracks sponsor inventory

   What was sold — jersey, pitchside, digital, matchday, event presence — against what actually ran, so a renewal conversation opens with delivery rather than goodwill.

4. Keeps the contact history

   Every club, agent and partner contact with interaction history, next step and owner. Relationships survive the person who built them.

Of everything in this system, sponsor delivery is the piece with the clearest return. The management company earns a percentage of sponsorship contract value; a sponsor who can see what they received renews higher than one who cannot.

Members receive communication in the language they chose. Sponsors receive delivery reports in theirs. Uzbek, Russian and English from the same record, without anyone maintaining three lists.

Commercial depends on Payments for every membership fee and ticket, and feeds Money — every sponsorship and membership payment lands in the same ledger the distribution is calculated from.

Three of the four systems above end at the same place: someone has to pay.

Academy fees, membership subscriptions, tour and festival tickets, tournament entries, franchise fees and Foundation donations are all the same problem stated six times.

Uzbekistan does not run on the rails international software assumes. Domestic payment happens through Payme, Click, Uzcard and Humo.

This is why the seat is open. A standard club platform cannot collect a single soʻm here without building this layer — unglamorous, local, specific. Budget it as its own work, not a line item inside something else.

1. Collects locally

   Payme, Click, Uzcard and Humo, in soʻm, through the methods supporters and parents already use — with card payment available for international members and sponsors.

2. Raises and tracks obligations

   Invoices and fee schedules for academy families, membership renewals, event tickets and franchise fees — with what is due, paid, overdue and written off.

3. Issues receipts

   In the payer's language, meeting local requirements, automatically — including for Foundation donations, which need the clearest paper trail of anything the club handles.

4. Reconciles into the ledger

   Every settled payment lands in Money Infrastructure with its category and counterparty attached. The distribution calculation is built on collected cash, not estimates.

This layer handles payer information for citizens of Uzbekistan, including minors' families. Local personal data law is specific about where that may be stored, and the requirements were amended during 2026.

We build to the current position and expect Cerberus to confirm it. It is named here because it is an architectural decision rather than a compliance footnote — it is far cheaper to design for than to retrofit.

Payments is last to build and first to block. Operations and Commercial are demonstrations without it and businesses with it.