New Energy Valley Sdn Bhd — NEV Funding Strategy Report · July 2026
How to Read This Document
A Complete Funding Strategy in Eight Parts
Parts A–B
The opportunity — market context and strategic thesis
Parts C–D
The proof — validated business model and evidence in hand
Part E
The economics — unit margins, scenarios and sensitivity
Parts F–I
Funding strategy, execution plan, risk register and close
Executive Summary
NEV is Malaysia's operations-first commercial EV company — a multi-OEM distributor and fleet-solutions provider with a secured China supply chain, 13 models in catalogue, lease-to-own economics, and demand evidence in hand.
We seek staged growth capital released against milestones, structured to preserve founder control, to accelerate from CBU distribution to Make-in-Malaysia assembly.
NEV at a Glance
Company Snapshot
Founded
2024
HQ
The Strand Mall, Kota Damansara, Petaling Jaya, Selangor
Web
gnev.my
Core Focus
Commercial EV distribution, zero-down lease-to-own fleet transition, CAF Connect telematics, auditable TCO and carbon data
Markets
Klang Valley · Johor · Sabah · Sarawak · MY–SG corridor
Why Now
Malaysia is at a policy inflection point — fuel subsidies unwinding, carbon tax incoming, EV incentives live. Fleet operators must transition. The question is with whom.
The Policy Moment — Five Structural Tailwinds
Subsidy Unwind
RM50B in fuel subsidies being removed — raising the true cost of diesel fleets overnight
NAP 2020
National Automotive Policy incentivises local EV assembly and manufacture
NETR Targets
31% renewable capacity by 2025, rising to 70% by 2050 — EV infrastructure mandate embedded
Carbon Tax
Incoming carbon pricing creates a hard cost on diesel and a revenue line for verified reductions
GITA / GITE
Green Investment Tax Allowance and Green Income Tax Exemption extended for ESG-aligned technology
Strategic Thesis
NEV is not a car retailer. It is an operations-first fleet electrification platform — vehicles, financing, telematics, after-sales and carbon data in one auditable stack. The buyer is a fleet operator with a P&L problem; the product is lower total cost of ownership.
The Malaysian Commercial Vehicle Market
Total commercial vehicle industry volume projected to grow from ~82,880 units (2025) to ~112,757 units (2029). Overall TIV rising from ~895,699 to ~1.2M units. Commercial fleets are the highest-utilisation, fastest-payback EV segment in Malaysia.
Commercial Vehicle TIV Forecast (2025–2029)
Market Trajectory
Commercial vehicle volume grows at a ~8% CAGR through 2029, outpacing passenger TIV growth.
NEV targets a market share rise from 3.62% to 10.90% of commercial TIV by 2029 — achievable via the multi-OEM catalogue and dealer network.
The Fleet Gap — A Market Without a Credible Solution
Logistics, delivery and construction operators remain locked on diesel. Three converging forces are squeezing them:
Rising Fuel Costs
Subsidy removal drives true diesel cost to market rates — directly eroding fleet operating margins
Carbon Reporting
Incoming mandatory Scope 1 & 2 disclosure and MNC customer ESG mandates require verified reduction data
No Credible EV Path
Almost no operator has been offered a financed, supported, fully-serviced route to fleet electrification in Malaysia
Four Barriers — and How NEV Removes Each
The ASEAN Right-Hand-Drive Opportunity
Malaysia is the natural base for RHD commercial EV assembly serving all of ASEAN. Chinese OEMs need a trusted local partner for RHD conversion, homologation and regional distribution — precisely the role NEV's joint-venture structure is built to play.
Part B — Competitive Position
Where NEV Sits on the Map
NEV's Competitive Edge
- Multi-OEM neutrality — no franchise allegiance; the right vehicle for the customer's use case
- Local operations depth — workshops, training, telematics already structured
- Full-stack offer — vehicles, financing, telematics and carbon data in one auditable platform
- Incumbents move slowly — established assemblers are late to commercial EV
Why NEV Wins — Four Structural Advantages
Supply Chain Secured
Direct relationships across multiple Chinese factories — Wuling, JAC, Foton, Shineray. No single-OEM dependency; negotiating leverage on price and allocation.
Multi-Brand Catalogue
13 models across 7 categories — matched to use case, not to a franchise. The fleet operator picks the vehicle; NEV wins either way.
Zero-Down Lease-to-Own
Removes the single biggest objection. Fleet operators transition from combustion without capital outlay; NEV captures financing margin and retains asset security.
CAF Connect Telematics
Generates the per-kilometre TCO and auditable carbon data that enterprise customers must now report — converting compliance burden into competitive advantage.
13 Models. 7 Categories.
A standardised multi-OEM catalogue engineered to cover every commercial fleet use case in Malaysia.
Product Portfolio Overview
Light Commercial Vans
4 models including CE1, EA4, IBLUE and Jenhoo EV48 — 300–400 km range, cold-chain capable
Light & Medium Trucks
CE2, JAC i40, JAC i75/i90 — 1,900–9,000 kg GVW, IP68 battery, field-verified platforms
Pickup & Utility
Foton EP3, JAC T9 Grand-BEV 4x4, Foton Tunland V7/V9 — with upsell into food trucks and service bodies
Buses & Micromobility
Ankai 6–12m electric bus family, up to 423 kWh; Metropolitan EEC L3 e-scooter with removable battery
NEV CE1 — The Last-Mile Workhorse
E-cargo van, 2-seat. LFP 41.86 kWh · 300 km NEDC · 1,115 kg payload · PMSM 30–60 kW. ABS+EBD, ESC, dual airbags. 10-inch infotainment with CAF Connect telematics. Warranty: 5 years / 200,000 km from booking. Built for dense multi-stop city delivery.
NEV CE2 — City Logistics Truck
Single-cab 2-seat truck, flatbed or box body. LFP 41.86 kWh · 300 km NEDC · 1,190 kg payload. Deck 2,900 × 1,540 mm; 6-leaf rear springs for payload stability. Matched 5-year / 200,000 km warranty and CAF Connect telematics — a van-and-truck pair purpose-built for fleet standardisation alongside CE1.
The Van Line — Three Additional Models
EA4
86.1 kWh LFP · 400 km · 12-seat shuttle or 7 m³ cargo · CCS charging
IBLUE
CATL 50.23 kWh · 7.1 m³ · cold-chain capable · DC 20–80% in 40 minutes
Jenhoo EV48
CATL 53.58 kWh · 390 km CLTC · 6 m³ · no B-pillar dual sliding doors · DC fast charge 45 minutes
The Truck Line — Three Platforms
E-Aumark Foton RHD 4×2
CATL 81.14 kWh · 6,000 kg GVW · Full ADAS — AEBS, FCW, LDWS
JAC i40 City Box
63.75 kWh · 1,900 kg payload · IP68 battery · 230 km WLTC
JAC i75 / i90 Medium
7,500–9,000 kg GVW · Two powertrains · 50,000+ km field-verified
Pickup, Utility & Bus Lines
Pickup & Utility
- Foton EP3 — 88.02 kWh · 350 km WLTP double-cab
- JAC T9 Grand-BEV — True 4×4 · 88.02 kWh CATL · 516 Nm · DC 15–80% in 45 min · full active-safety suite
- Foton Tunland V7/V9 — Work and lifestyle variants · upsell paths: food trucks, service bodies, fleet branding
Ankai Electric Bus Family
- 6–12 m — mini, city, coach and double-deck
- CATL LFP up to ~423 kWh · 300–450 km range
- Liquid cooling · IP67/68 for tropical operation · air suspension · ABS/EBS/ESC
Metropolitan EEC L3 E-Scooter
Three variants to 178 km · removable battery · ~10-year battery life
The Lease-to-Own Engine
Fleet operators transition from combustion without capital outlay. NEV captures financing margin and retains asset security — while every financed vehicle generates the TCO and carbon data the operator needs to report.
Data as the Moat — CAF Connect
Real-time location, battery SOC, energy consumption, driving behaviour, and operating windows. Integrates toward TMS, WMS and OMS. Output: per-kilometre cost reduction for the operator — and the auditable carbon dataset that unlocks ESG reporting and future carbon-credit monetisation via Bursa Malaysia's voluntary carbon market.
After-Sales & Training Network
QL Auto MOU
24 exclusive workshops across Peninsular Malaysia — the answer to the number-one fleet objection: local support, not China dependence
High-Tech Auto Parts
Technical partnership in progress for EV repair, battery, air-conditioning and training — to be formalised by MOU
TVET Pipelines
Partnerships with Kolej Yayasan Negeri Sembilan and GuangDong Engineering Polytechnic for certified technician supply
The Evidence Wall
Two years and RM3–4M of founder capital invested before this raise. Supply chain secured, customers engaged, government support documented.
The Journey: 2022 to 2026
2022
Concept development and market research initiated
2023
Incorporation groundwork; supplier scouting across China
2024
JV formation, first MITI board engagement, sample vehicles landed from Shenzhen, MOU wave signed
2025
Xelia proposal, dealer platform consignment, exclusive T3EV Malaysia rights secured
2026
Live website, active prospect pipeline, funding stage — this raise
Supply Chain Secured — Multi-Factory Access
Why Multi-Factory Matters
- No single-OEM dependence — one factory disruption does not halt the business
- Negotiating leverage on price and allocation across suppliers
- Model range matched to customer need, not franchise obligation
- RHD conversion and homologation expertise spread across partnerships
Signed Agreements — Evidence Wall
CASB Consignment Agreement
Online platform access plus 127 active dealers nationwide — immediate distribution reach
Exclusive T3EV Rights
Exclusive right to rebrand and sell T3EV across Malaysia — anchoring the catalogue
NEXv Contract Assembly MOU
Go Auto / CarePlus subsidiary — 3-year contract assembly agreement, CKD pathway secured
Ingress Corporation
Local assembly and Tier-1 component supply — established Malaysian automotive manufacturer
Land MOU & Parts Consortium
Elite Community (TWI Holdings) land MOU; local spare-parts consortium of 10 suppliers
Government & Institutional Support
InvestNS & Invest Selangor
Support letters from both state investment authorities — validating multi-state market entry
Cyberview
Active collaboration with the technology development authority for the Klang Valley corridor
MITI Engagement
NEV Masterplan presented directly to the Deputy Minister of MITI
Malaysia-China Summit
MOUs signed and witnessed by state leadership at the bilateral summit
JMC Fund Agreement
Opens Chinese PE and VC channels for the matched-capital fund structure
Demand Evidence — Letters of Intent
First Order Units
150–200 units monthly cadence committed
Van & MPV LOI
100 units per month
Ambulance Units/yr
Government programme
Affordable Car LOI
First-order commitment
Live Pipeline Today
Commercial Network
- 60–70 identified dealer prospects in active recruitment
- 127-dealer consignment platform already live via CASB
Corporate Pipeline
- 150-company corporate prospect list with 15 priority targets
- 12-contact hot list in active weekly follow-up
Confirmed Live Activity
- A retail customer with cash deposit paid — revenue recognised
- An EV-rental operator in structuring discussions
- A national fleet lessor relationship via a van-supply incumbent
Sample Vehicle Strategy — Proof in Motion
Two GNEV sample vehicles landed from Shenzhen. Strategy: place working vans, trucks and mixers directly with fleet customers for operational trials — not in a showroom. Homologation applications with MITI, JPJ and Customs in progress. Capital raised will scale the demonstration fleet — the single fastest conversion tool in commercial vehicle sales.
What RM3–4M of Founder Capital Bought
This raise funds acceleration — not discovery. A secured multi-factory supply chain, validated pricing and margin position, first customers and deposits, and hard-won knowledge of what the Malaysian market will actually buy — all funded before asking for external capital.
The Numbers
Two revenue engines, clear unit economics, and a capital-efficient operating model designed for margin expansion.
Revenue Architecture — Two Primary Engines
Stream 1 — Direct Fleet Sales
To corporates, government and operators at full margin. High-value, relationship-driven, anchors profitability.
Stream 2 — Dealer Network
Commercial vans, lorries and trucks through 60–70 target dealers plus the 127-dealer CASB platform. Volume at shared margin.
Adjacent Revenue Streams
- Financing margin — HP facility generating interest income
- Insurance — comprehensive EV insurance at 12.5% PAT
- After-sales — workshop and maintenance revenue
- Telematics — CAF Connect subscription
- Carbon credits — Verra VCS pathway via Bursa Malaysia
Unit Economics
Avg. Acquisition Cost
Range RM118K–128K per commercial vehicle
Direct-Sale Margin
Gross margin per unit on direct fleet deals
Dealer-Channel Margin
Per unit at higher volume through the network
HP Take-Up Assumed
Financing penetration drives recurring interest income
Every additional service attached — financing, insurance, telematics, maintenance — compounds lifetime value per vehicle sold or leased.
Near-Term Revenue Plan (2026–2027)
Plan Structure
Budgeted direct sales of RM80M for 2026–2027, with RM1M in dealer commissions. High-margin direct fleet deals anchor profitability while the dealer network builds volume.
Every figure is supported by a full assumption appendix in the data room — no revenue line without a named prospect or segment basis.
Five-Year Growth Scenario
From the NEV-GCU joint-venture plan — presented as a scenario pending independent validation.
Growth Milestones
- Production scaling 3,600 to 19,661 units
- Dealer network 10 to 50 active dealers
- Avg RSP RM128K–145K range
- ASEAN markets expanding from 1 to 10 countries
- Commercial TIV share: 3.62% → 10.90%
Adjacent Revenue Potential — The Full-Stack Multiplier
EV Trade Sales
RM324M p.a. at 4.3% PAT
Hire-Purchase Facility
RM233.3M loans p.a. generating RM40.4M interest income
EV Insurance
RM9.5M gross premium at 12.5% PAT
EV Manufacturing
RM199.1M p.a. turnover at 5.5% PAT
The Carbon Revenue Layer
From Upside to Core Value
Every NEV fleet vehicle generates auditable Scope 1 & 2 reduction data via CAF Connect telematics.
Pathway: Verra Verified Carbon Standard audit → credit issuance → sale through Bursa Malaysia's voluntary carbon market.
Illustrative case: 6,901 kg annual credit per displaced diesel vehicle. As Malaysia's carbon tax lands, this converts from upside to core value proposition.
Asset-Light Cost Structure
Sample Fleet Over Showroom
Working vehicles placed with customers instead of a RM2M showroom build — direct conversion, no sunk cost
Contract Assembly Over Owned Factory
NEXv and Ingress partnerships avoid an estimated RM5M+ service-centre and plant build in Phase 1
Partner Workshops Over Company Branches
QL Auto's 24 exclusive workshops deliver national coverage without property or headcount cost
Lean Core Team
Technology-leveraged: CRM, telematics dashboards and compliance trackers replace headcount. Every ringgit goes to inventory, demos and working capital — assets that convert to revenue.
Three Scenarios — Funding Sized to Base
Funding Philosophy
Tranches are sized to the base case — the stretch case is upside, not a dependency.
Conservative scenario protects investors from over-commitment. Base scenario is the funded plan. Stretch scenario represents the JV's full potential if all levers perform.
A full break-even analysis is a committed pre-close deliverable in the data room.
What Moves the Model — Key Sensitivities
Financial Governance Commitments
Pre-Close
Independent accountant-validated financial model with full assumption appendix before term sheets are signed
Quarterly
Investor reporting covering unit economics, pipeline conversion rates and cash runway
Annual
Audited financial statements — full statutory audit on schedule
Tranche Gates
Milestone certificates issued by independent verifiers before each tranche release
The Ask
Staged capital released against verified milestones. Not a survival raise — an acceleration of a working model.
Funding Philosophy
Capital is fuel, not oxygen. NEV raises to accelerate a working model — supply chain, product, demand all evidenced — not to survive. Control matters: operational decisions stay with the team that built the supply chain; investors receive governance rights proportionate to risk taken.
The Tranche Roadmap
Tranche 1
Months 0–12 · CBU Acceleration · Sample fleet, homologation, LOI conversion, first 10–20 dealers, after-sales MOU network
Tranche 2
Months 12–24 · CKD Transition · Contract assembly at scale, 30+ dealers, leasing SPV launched, financing book performing
Tranche 3
Months 24–36+ · Make in Malaysia · Full local assembly, 40% local content, ASEAN RHD export, 1,500 direct jobs trajectory
Tranche 1 — CBU Acceleration (Months 0–12)
Use of Funds
- Scale the sample fleet — vans, trucks and mixers placed with fleet customers
- Complete MITI, JPJ and Customs homologation for priority models
- Convert priority LOIs to deposit-backed purchase orders
- Activate the first 10–20 dealer relationships
- Sign and operationalise the after-sales MOU network
Tranche 2 — CKD Transition (Months 12–24)
Use of Funds
- Scale contract assembly through NEXv and Ingress partnerships
- Localise priority components via the 10-supplier consortium
- Expand to 30+ active dealers nationwide
- Launch the leasing SPV at commercial scale with EZOP Fintech
Tranche 3 — Make in Malaysia (Months 24–36+)
Use of Funds
- Full local assembly capability commissioned
- 40% local parts content per the localisation roadmap
- Regional RHD export to ASEAN markets commences
- 1,500 direct jobs trajectory — qualifying for NAP and NETR incentives
Capital Structure Options Compared
The Leasing Facility in Detail
This structure lets banks and asset financiers fund fleet growth at debt cost — reserving expensive equity for platform build. Every financed vehicle is trackable in real time, reducing portfolio risk for lenders.
Investor Archetypes — What Each Wants
Strategic Corporates
Logistics, energy, automotive players seeking supply security and ESG delivery for their own fleets and customers
Government-Linked Funds
Jobs creation, NAP localisation delivery, and NETR policy alignment — all three embedded in the NEV model
Chinese PE/VC via JMC
Belt & Road capital deployment with a trusted, established RHD partner — the Malaysia-China fund channel
Family Offices
Asset-backed yield from the receivables book plus growth exposure through the equity layer
Banks & Leasing Companies
The receivables book — a growing, telematics-monitored commercial EV HP portfolio
The Malaysia-China Capital Structure
Structure Rationale
- 51/49 split preserves Malaysian operational control and NAP compliance
- RMB1B matching-investment framework aligns incentives across both sides
- Technology transfer from Wuling and Yudo Auto already contractually secured
- JMC fund agreement opens Chinese institutional PE and VC channels simultaneously
Milestone-Gated Capital Release
Money follows proof. Each tranche unlocks on independently verifiable events — homologation certificates, binding orders, revenue recognition, CKD certification, local content audits. This protects investors from execution risk and protects founders from renegotiation pressure.
Valuation and Terms Framing
Anchor Points for Valuation
- Secured supply chain and exclusive rights — replacement cost plus scarcity premium
- Demonstrated unit economics with first deposited customer
- Binding order book value at close
- Comparable ASEAN EV distribution transactions
Terms Philosophy
- Fair governance — board observer to minority board seat, scaling by tranche
- No ratchets that punish the base case — downside protection without distortion
- Founder control preserved through the programme via the 51/49 structure
- Shareholder agreement summary prepared for diligence before term sheets — not after
Investor Process & Timeline
Month 1
Data room complete; break-even model validated; after-sales MOU signed; investor outreach begins
Month 2
Targeted outreach to 15–20 shortlisted investors by archetype — warm-pathed, evidenced approaches only
Month 3
Management meetings and live vehicle demonstrations with shortlisted investors
Months 4–5
Term sheets, legal diligence and negotiation — parallel track on leasing facility
Month 6
First close; Tranche 1 deployment begins
What We Will Not Do
No Pre-Data-Room Raise
Capital approached only after the data room is honest and complete
No LOIs Presented as Revenue
Letters of intent are pipeline evidence, not recognised revenue
No Control Surrender
Operational control is not for sale at any price
No Scattergun Outreach
Every approach is targeted, warm-pathed and evidence-backed
No Single-Point Dependency
No dependency on any single investor, OEM or market — by design
Operating Model — Lean by Design
Core Principles
- Small core team leveraged by technology — CRM, telematics and compliance trackers
- Commission-based sales structures with defined KPIs and 4–5 month performance gates
- Partner networks for assembly, workshops and technician training
- Headcount follows revenue — never precedes it
Phase 1 Hires (Funded by the Raise)
- Fleet sales lead — commission plus KPI structure
- Follow-up and pipeline coordinator
- After-sales technical lead via High-Tech Auto Parts partnership
- Part-time finance controller
Engineering and technology capability added at CKD stage, not before.
Go-to-Market — Priority Corridors & Segments
Segment Sequence
Last-Mile & City Logistics
CE1/CE2 sweet spot — highest volume, fastest payback proof
Construction Vehicles
Mixers, dump trucks — high value, low EV competition
Shuttle & Government Fleets
Ankai bus family and passenger line — LOI-supported
The Sales Engine — Structured Pipeline Discipline
Every prospect has an owner, a status, and a next action with a date. Demonstration vehicles close deals; the funded sample fleet feeds the engine at every stage.
Supply Chain Roadmap — Three Phases
Phase 1 — CBU
Import complete vehicles from the multi-factory network. Sell and lease. Lowest capital requirement, fastest to market.
Phase 2 — CKD
Knocked-down kits assembled by Malaysian contract partners (NEXv, Ingress). Reduces tariffs, improves margins, builds local capability.
Phase 3 — Buatan Malaysia
40% local parts content. Local manufacturing jobs. ASEAN RHD export. NAP and NETR incentive qualification.
The Partnership Ecosystem
OEM Supply
Wuling, Shineray, JAC, Foton — multi-factory vehicle supply
Assembly Capacity
NEXv, Ingress, partner plants — capacity without capex
Distribution
CASB platform, 127 dealers, corporate sales partners
Enablers
EZOP fintech, ChargeSini/Elenergy charging, QL Auto workshops
Government
InvestNS, Invest Selangor, Cyberview, MITI engagement
Technology Stack
CAF Connect
Operational backbone — real-time fleet location, battery SOC, energy consumption and driving behaviour per vehicle
CRM & Pipeline Tracker
Every prospect assigned an owner, status and next-action date — no deal falls through the cracks
Fleet Management Dashboards
Lease customer self-service — uptime, TCO and carbon reporting in one interface
Carbon Data Pipeline
Telematics-to-audit-ready pipeline feeding Verra VCS methodology and Bursa Malaysia carbon market
Top Five Risks & Mitigations
Regulatory & Homologation Risk
Status
MITI, JPJ and Customs approvals in progress for landed sample vehicles. Applications submitted for priority high-demand models first.
Mitigation Strategy
- Experienced advisors with active MITI engagement history embedded in the process
- Phased vehicle-type approvals starting with CE1/CE2 — the highest-demand pair
- Tranche gates mean no capital is deployed ahead of certification — investors protected
Competition & Concentration Risk
Chinese OEM Direct Entry
Risk: Foton, JAC, Sinotruk enter Malaysia directly. Defence: fleet relationships and after-sales trust are local moats OEMs cannot ship in a container. First-mover fleet partnerships lock in loyalty.
Assembly Partner Competition
Risk: NEXv and Ingress carry competing brands. Defence: multi-OEM neutrality means NEV wins whichever brand the customer ultimately chooses. Exclusive T3EV rights anchor the core catalogue.
Market Concentration
Risk: Over-reliance on a single segment or corridor. Defence: segment sequence and geographic diversification across five corridors built into the go-to-market plan from day one.
Governance & Compliance
JV Structure
51/49 with clearly defined reserved matters — operational and strategic decision boundaries set before capital enters
Legal Counsel
Board member with 25 years MNC practice — shareholder agreement summary prepared before term sheets, not after
Financing Compliance
Compliance tracking across the HP and leasing book — risk level, PIC, status and deadlines tracked in real time
Audit Cadence
Annual statutory audit plus quarterly investor reporting with unit economics, pipeline and cash runway
ESG Alignment — Built In, Not Bolted On
Direct Jobs
Across three phases of the programme
Indirect Jobs
Across partner and supply ecosystem
SDG Contributions
- SDG 7 — Affordable and clean energy transition for commercial fleets
- SDG 8 & 9 — Decent work and industrial innovation through TVET and manufacturing
- SDG 11 — Sustainable cities via zero-emission urban logistics
- SDG 13 — Climate action via verified carbon reduction
- SDG 17 — Malaysia-China partnership model
Battery lifecycle: cascade to energy storage, metal recovery, cell reproduction — circular by design.
Leadership & Governance
Andrew Thu
Founder & Executive Director, GNEV · Malaysia
Andrew Thu is a Malaysian entrepreneur, angel-investment ecosystem builder and cross-border business connector focused on startups, SMEs and sustainable mobility. He is the founder of My Lives Global and Executive Director of Global NEV Technology (GNEV), and a Council Member of the Malaysian Business Angel Network.
Governance Team
Dato' Romli Ishak — Chairman, NEV Group
Malaysian automotive and government networks
Andrew Thu Pong Fan — Executive Director
Founder of My Lives Global; entrepreneur with regional operating experience
Yuan Qiao Ling — China-side Managing Director
Bridging the bilateral supply chain and fund structures
Ahmad Shabrimi — Corporate Lawyer on Board
25 years MNC practice, JV and compliance architecture
Dr. Caroline Ang, ACIS — Fractional Chief Strategy Officer
Advises on corporate strategy, marketing direction and growth planning.
Advisory Panel
An experienced panel spanning the full value chain:
Automotive Heritage
Former Proton and Daihatsu senior leadership — deep OEM, homologation and distribution expertise in the Malaysian market
Auto Finance
Specialists in Malaysian HP facility structuring, credit risk and fleet leasing portfolio management
International Fund Management
Cross-border fund structure advisors with China-ASEAN private capital experience relevant to the JMC channel
Twelve-Month Milestone Roadmap
Q3 2026
Data room complete · break-even validated · after-sales MOU signed · investor outreach begins
Q4 2026
Homologation secured for priority models · first binding fleet orders · term sheets in negotiation
Q1 2027
First close · sample fleet deployed at scale · 10 active dealers live
Q2 2027
Leasing SPV operational · RM80M revenue plan tracking · Tranche 2 preparation commences
What Investors Get
First-Mover Position
Exposure to Malaysian commercial fleet electrification — the fastest-growing vehicle segment in the fastest-growing industry in the region
Asset-Backed Downside
Vehicles and lease receivables provide tangible collateral — capital is protected by physical assets, not just projections
Policy-Aligned Upside
Carbon credits, NAP localisation incentives and NETR deployment mandates are structural tailwinds, not assumptions
Proven Team Commitment
A team that spent two years and RM3–4M of its own capital proving the model before asking for yours
The Invitation
Join NEV at the inflection point — supply secured, product proven, demand evidenced, structure ready. Partner with us to put Malaysian fleets on Malaysian-assembled electric vehicles.
gnevsales@gnev.my
Phone
+60 12-476-8766
Web
gnev.my
Address
The Strand Mall, Kota Damansara, Petaling Jaya, Selangor
Appendix
Data Room Contents
- Full vehicle master specification sheet — 13 models, bilingual
- Financial model with complete assumption appendix
- Executed MOUs, consignment and exclusivity agreements
- LOI portfolio with status and deposit tracking
- Prospect pipeline register — 150 companies, 15 priority accounts
- JV and SPV corporate documents
- Homologation application status by model
- Team and advisor profiles
- Carbon methodology and Verra VCS pathway documentation
- Break-even analysis — validated pre-close by independent accountant
Powering Malaysia's Commercial Fleet Transition