- RM12,600Bank-recorded course revenue
- 18Paid learner equivalents at RM700
- 1,434Threads followers; currently the primary source of customer discovery
Investor growth plan · Actuals at 13 August 2026
Early demand is proven. Now we build for scale.
Our five-year plan turns practical Cloud, Data, Adaptive Learning and consent-led talent evidence into a multi-engine education and workforce business.
Inspect the execution plan ↓RM12,600Bank-recorded course revenue
18Fully paid learner equivalents
1,434Threads followers
1Founder operating the business
Threads now1,434
31 Dec 2026 goal3,000
Primary acquisition channel
Most of our current customers discover us through Threads. We are targeting 3,000 Threads followers by 31 December 2026 to increase programme visibility and generate more learner enquiries.
Current delivery: online, live and founder-led.
Evidence boundary
Actuals are dated. Every future revenue value below is a gross-revenue planning assumption—not profit, a forecast guarantee or a promise of results.
Our growth plan
What we have achieved. What we will build next.
Explore where we are today, our five-year roadmap, the four businesses driving our growth, documented outcomes and our future government-recognition journey.
Current operating ledger
Proof before scale.
The first three months produced revenue, learners and audience demand. The next fight is turning founder effort into a repeatable operating system.
Current recognition track
HRD Corp journey
- CompleteFounder completed TTT certification and received the e-certificate.
- CompleteFounder obtained pre-accredited status.
- NextPursue accredited status before 2027.
- In reviewCompany training-provider registration completed its first step and is awaiting HRD Corp review.
We plan to begin our first physical class before 2027. Approximately RM11,000 is required to complete the classroom setup successfully. The current plan uses five two-person tables for an estimated maximum of 8–10 learners, with final capacity confirmed after all furniture and equipment are installed.
Five operating years
Build. Prove. Multiply.
The moderate plan is a sequence, not a shortcut. Each year earns the capacity required for the next.
Year 123 May 2026–22 May 2027
Prove, standardise and build the agents
Validate demand. Grow Threads—the current primary customer-acquisition channel—from 1,434 to 3,000 followers by 31 December 2026 to increase programme visibility and learner enquiries. Begin active engagement with a Malaysian university in August 2026. Standardise Cloud and Data programmes, validate the learning and assessment agents, mature Adaptive Learning internally and build sponsorship. Prove the free Talent Network readiness process through consented capability profiles, portfolios, career preparation and anonymised employer discovery—without advertising vacancies, introducing identifiable candidates or brokering placements.
→Year 223 May 2027–22 May 2028
Expand educators and enter regulated placement
Bring in more educators after delivery and assessment are standardised. Target 160 mainstream learners. Run a five-month Adaptive Learning validation with one university and one school. Establish the education/JPK partnership foundation. Separately, form the employment-agency company and secure JTKSM Private Employment Agency Licence A before any placement activity; the moderate plan assumes 12 founder-led Standard placements only after approval.
→Year 323 May 2028–22 May 2029
Double intake and prove placement economics
Target 320 mainstream learners. Launch the advanced physical pathway only after every gate passes, fully sponsor 20 advanced learners and expand institutional adoption. Keep placements founder-led while the moderate Talent Network plan tests 24 Standard and 8 legally cleared Managed Corporate successful starts.
→Year 423 May 2029–22 May 2030
Expand the system
Grow educator capacity, sponsorship coverage, physical cohorts and recurring Adaptive Learning revenue. Add paid placement capacity only when employer demand, 90-day retention, compliance and unit economics justify moving beyond founder-led operation.
→Year 523 May 2030–22 May 2031
Scale the infrastructure
Run a multi-educator Education engine, fund 60 advanced learners and make Adaptive Learning the largest individual recurring-revenue engine. Operate Talent Network as a separate, licensed and consent-led placement business.
Projected range · Gross revenue
Three trajectories. One operating decision.
Moderate directs planning. Conservative exposes the downside. Optimistic shows what becomes possible only when capacity unlocks early.
Operating year
ConservativeDownside case
RecommendedModerateOperating plan
OptimisticCapacity unlocked
Year 1
ConservativeRM56,000Projected gross revenue
Moderate · RecommendedRM84,000Projected gross revenue
OptimisticRM112,000Projected gross revenue
Year 2
ConservativeRM99,250Projected gross revenue
Moderate · RecommendedRM293,000Projected gross revenue
OptimisticRM659,775Projected gross revenue
Year 3
ConservativeRM175,800Projected gross revenue
Moderate · RecommendedRM1,058,400Projected gross revenue
OptimisticRM2,957,500Projected gross revenue
Year 4
ConservativeRM334,700Projected gross revenue
Moderate · RecommendedRM1,727,000Projected gross revenue
OptimisticRM6,233,000Projected gross revenue
Year 5
ConservativeRM400,000Projected gross revenue
Moderate · RecommendedRM2,611,000Projected gross revenue
OptimisticRM10,495,000Projected gross revenue
Five-year cumulative
ConservativeRM1,065,750Projected gross revenue
Moderate · RecommendedRM5,773,400Projected gross revenue
OptimisticRM20,457,275Projected gross revenue
Planning boundary: These trajectories are gross-revenue assumptions—not profit forecasts, guaranteed results or current revenue.
Founder burnout, slower educator onboarding and assessment automation, limited sponsorship and slower institutional adoption push advanced physical delivery to Year 4.
Standardise the programmes and validate agent-assisted assessment in Year 1. Bring in more educators in Year 2, reach 160 mainstream learners, grow to 320 in Year 3, launch the advanced physical pathway in Year 3 and validate institutions in stages.
Parallel cohorts, strong sponsorship, dependable assessment automation, faster Adaptive Learning adoption and dedicated commercial, product and customer-success teams accelerate growth.
Investor interpretation
Conservative defines the downside operating case.
Moderate directs planning and execution.
Optimistic requires people, sponsorship, systems and institutional adoption to accelerate together.
Mainstream Education RM720,000 · 27.58%Advanced sponsored physical programme RM600,000 · 22.98%Adaptive Learning RM1,041,000 · 39.87%Talent Network RM250,000 · 9.57%
Adaptive Learning remains the largest individual Year 5 revenue engine under the revised Moderate model.
Programme delivery is the first revenue engine.
This view combines mainstream Education and the future advanced sponsored physical programme. Sponsorship may fund a learner place, but the revenue is recorded here when Education delivers that programme.
Operating year
Conservative
RecommendedModerate
Optimistic
Year 1
ConservativeRM56,000Projected gross revenue
Moderate · RecommendedRM84,000Projected gross revenue
OptimisticRM112,000Projected gross revenue
Year 2
ConservativeRM90,000Projected gross revenue
Moderate · RecommendedRM240,000Projected gross revenue
OptimisticRM500,000Projected gross revenue
Year 3
ConservativeRM120,000Projected gross revenue
Moderate · RecommendedRM680,000Projected gross revenue
OptimisticRM880,000Projected gross revenue
Year 4
ConservativeRM250,000Projected gross revenue
Moderate · RecommendedRM1,000,000Projected gross revenue
OptimisticRM1,520,000Projected gross revenue
Year 5
ConservativeRM280,000Projected gross revenue
Moderate · RecommendedRM1,320,000Projected gross revenue
OptimisticRM2,160,000Projected gross revenue
Five-year cumulative
ConservativeRM796,000Projected gross revenue
Moderate · RecommendedRM3,324,000Projected gross revenue
OptimisticRM5,172,000Projected gross revenue
Recurring revenue grows with activated users.
Institutional users are planned at RM5 per active user each month; direct public access is planned at RM25 per month. All figures remain gross-revenue assumptions.
Operating year
Conservative
RecommendedModerate
Optimistic
Year 1
ConservativeRM0Projected gross revenue
Moderate · RecommendedRM0Projected gross revenue
OptimisticRM0Projected gross revenue
Year 2
ConservativeRM6,250Projected gross revenue
Moderate · RecommendedRM41,000Projected gross revenue
OptimisticRM139,775Projected gross revenue
Year 3
ConservativeRM46,800Projected gross revenue
Moderate · RecommendedRM314,400Projected gross revenue
OptimisticRM1,957,500Projected gross revenue
Year 4
ConservativeRM68,700Projected gross revenue
Moderate · RecommendedRM591,000Projected gross revenue
OptimisticRM4,425,000Projected gross revenue
Year 5
ConservativeRM96,000Projected gross revenue
Moderate · RecommendedRM1,041,000Projected gross revenue
OptimisticRM7,791,000Projected gross revenue
Five-year cumulative
ConservativeRM217,750Projected gross revenue
Moderate · RecommendedRM1,987,400Projected gross revenue
OptimisticRM14,313,275Projected gross revenue
Funding access—not a second count of programme revenue.
Sponsorship is an access, distribution and impact-management engine. When a sponsor funds Education, the amount belongs to Education revenue unless a separate sponsorship-management fee is introduced and validated later.
Talent Network · Separate regulated engine
Validate the process. Licence the operation. Earn placement revenue.
Talent Network revenue remains separate from Education, Sponsorship and Adaptive Learning so the placement trajectory stays easy to understand.
Successful starts
Two placement products. Two clearly labelled outcomes.
Year 1 is talent readiness only. Every later placement remains gated behind an active Licence A and recruiter identification.
Operating year
Conservative
RecommendedModerate
Optimistic
Year 1
Conservative
Standard0Managed0
Moderate · Recommended
Standard0Managed0
Optimistic
Standard0Managed0
Year 2
Conservative
Standard3Managed0
Moderate · Recommended
Standard12Managed0
Optimistic
Standard20Managed0
Year 3
Conservative
Standard4Managed1
Moderate · Recommended
Standard24Managed8
Optimistic
Standard30Managed18
Year 4
Conservative
Standard6Managed2
Moderate · Recommended
Standard36Managed20
Optimistic
Standard48Managed48
Year 5
Conservative
Standard9Managed3
Moderate · Recommended
Standard50Managed40
Optimistic
Standard64Managed96
Moderate adoption: approximately 7.5% of Year 2 mainstream learners progress to successful placement, rising to 18.75% in Year 5. The Optimistic case cannot be delivered through founder effort alone.
Projected range
Talent Network gross revenue
Employer-paid planning assumptions—not guaranteed revenue. The RM5,000 Managed service remains unavailable until its fee structure receives written legal clearance.
Operating year
Conservative
RecommendedModerate
Optimistic
Year 1
ConservativeRM0Projected gross revenue
Moderate · RecommendedRM0Projected gross revenue
OptimisticRM0Projected gross revenue
Year 2
ConservativeRM3,000Projected gross revenue
Moderate · RecommendedRM12,000Projected gross revenue
OptimisticRM20,000Projected gross revenue
Year 3
ConservativeRM9,000Projected gross revenue
Moderate · RecommendedRM64,000Projected gross revenue
OptimisticRM120,000Projected gross revenue
Year 4
ConservativeRM16,000Projected gross revenue
Moderate · RecommendedRM136,000Projected gross revenue
OptimisticRM288,000Projected gross revenue
Year 5
ConservativeRM24,000Projected gross revenue
Moderate · RecommendedRM250,000Projected gross revenue
OptimisticRM544,000Projected gross revenue
Five-year cumulative
ConservativeRM52,000Projected gross revenue
Moderate · RecommendedRM462,000Projected gross revenue
OptimisticRM972,000Projected gross revenue
Revenue boundary: These figures show projected gross revenue—not profit, guaranteed results or current placement revenue. Operating costs will be refined after licensing and Year 2 validation.
Commercial architecture
Four engines. One compounding system.
Education proves delivery. Sponsorship expands access. Adaptive Learning scales mastery. Talent Network turns verified capability into consented, licensed opportunity.
- Live practical Cloud/DevOps and Data Engineering programmes
- Recorded live classes and step-by-step reference tutorials
- Separate advanced Education tutorial content
- Year 1: build and validate agent-assisted exercise and assignment checking
- Year 2: onboard more educators after programme and delivery standardisation
- After partnership: establish ourselves as a proper education centre, then pursue lejiend.edu and applications for GitHub Education and AWS education benefits for learners
- RM700 Access Sponsorship funds one learner place
- RM1,500 Managed Sponsorship adds structured support and reporting
- Future sponsored cohorts and organisational partnerships
- Identifiable talent visibility only with learner consent
- Year 1: mature with our learners at no separate charge
- Year 2: controlled university and school validation
- Institutional access: RM5 per active learner or educator each month
- Direct public access: RM25/month
- Year 1: free, opt-in capability profiles, portfolios and career preparation
- Employer discovery uses anonymised, aggregated evidence only
- Year 2: secure JTKSM Licence A before any paid placement
- Founder-led through Year 3; add paid placement capacity from Year 4 only when demand and economics support it
Mainstream Education RM720,000 · 27.58%Advanced sponsored physical programme RM600,000 · 22.98%Adaptive Learning RM1,041,000 · 39.87%Talent Network RM250,000 · 9.57%
Sponsorship expands access, but funded programme revenue is attributed once to the engine delivering the service.
Keep education within reach. Build the capacity to serve more learners.
Our objective is to make practical education accessible to everyone while creating a sustainable path for us to grow. Direct access protects affordability; sponsorship funds wider access, learner support and stronger delivery capacity.
Direct Access or Access Sponsorship
A learner can pay RM700 directly, or a sponsor can fund the RM700 place so the learner pays RM0. Both routes receive the same complete practical programme. This flexible route supports career switchers, working adults and learners balancing family, work or other time constraints.
Choose the sponsorship depth—not a different quality of core education
Lejiend Sponsor
Fund access. Measure the impact responsibly.
Sponsors help us reach more learners and build sustainable delivery capacity. Sponsorship does not change the quality of the core programme and never automatically unlocks private learner or talent data.
Funds one complete practical programme place. The learner pays RM0.
Funds the programme plus onboarding, learner support, progress monitoring, intervention and sponsor impact reporting.
Funds one deeper physical pathway after the partner, curriculum, facility, educator and assessment gates are ready.
Revenue accounting boundarySponsor funding is counted once—as revenue of the programme delivered.
Lejiend Sponsor is currently the funding and distribution channel. It is not shown as separate profit or additional revenue unless we later validate an independent management or platform fee.
Capital has a jobFund learner access. Recruit educators. Strengthen operations. Open institutional doors.Build with us →
Adaptive Learning growth plan
Find the gap. Guide the learner. Prove mastery.
An independent question-driven product that uses learner mistakes to identify concept gaps, deliver targeted practice and measure whether mastery has improved.
01Attempt→
02Find the gap→
03Guide→
04Retest→
05Master
Mature the product with our learners.
Available internally at no separate charge. Improve question quality, feedback, mastery thresholds, educator review, agent reliability, analytics and escalation before external expansion.
Work with one university and one school.
Measure activation, usage, retention, mastery improvement, educator usefulness, reliability, support workload and willingness to continue. After positive validation, pursue stronger semester or annual contracts and expand only where the evidence is strong.
Large addressable markets. Deliberate starting cohorts.
These national figures describe potential reach—not forecast adoption.
students, with 73,650 academic staff across 544 institutions
MOHE source ↗students, with 180,339 teachers across 2,457 schools
DOSM / MOE source ↗Institutional users include participating students and their lecturers, teachers or tutors. Future separately purchased subjects are excluded from every five-year projection below.
Start with cohorts—not entire institutions.
Each active institutional user contributes RM5 per month.
Partner
Conservative
Moderate · Recommended
Optimistic
University
Conservative100 users
Moderate300 users
Optimistic750 users
School
Conservative75 users
Moderate200 users
Optimistic500 users
Tuition centre
Conservative15 users
Moderate30 users
Optimistic45 users
01Partner with an institution→
02Start with a defined learner cohort→
03Measure mastery and educator value→
04Expand only when results are strong
Partner and subscriber assumptions
How many partners and public subscribers we plan to reach.
Each scenario shows institution partners and direct public subscribers separately. The licensed-user table above shows how many learners and educators are expected within each partner.
Year
Conservative
Moderate · Recommended
Optimistic
Year 1
ConservativeInternal testing only
ModerateInternal testing only
OptimisticInternal testing only
Year 2
Conservative
Universities1Schools1Tuition centres0Public subscribers50
Moderate
Universities3Schools3Tuition centres5Public subscribers300
Optimistic
Universities5Schools5Tuition centres8Public subscribers750
Year 3
Conservative
Universities1Schools2Tuition centres2Public subscribers100
Moderate
Universities5Schools5Tuition centres8Public subscribers500
Optimistic
Universities12Schools15Tuition centres25Public subscribers3,000
Year 4
Conservative
Universities2Schools2Tuition centres3Public subscribers150
Moderate
Universities8Schools10Tuition centres15Public subscribers1,000
Optimistic
Universities22Schools30Tuition centres50Public subscribers8,000
Year 5
Conservative
Universities3Schools3Tuition centres5Public subscribers200
Moderate
Universities12Schools15Tuition centres25Public subscribers2,000
Optimistic
Universities35Schools50Tuition centres80Public subscribers15,000
Per-user pricing reforecast
Adaptive Learning projected gross revenue.
RM5 per active institutional user and RM25 per public subscriber. Planning assumptions—not profit forecasts or guaranteed results.
Year
Conservative
Moderate · Recommended
Optimistic
Year 1
ConservativeRM0
ModerateRM0
OptimisticRM0
Year 2
ConservativeRM6,250
ModerateRM41,000
OptimisticRM139,775
Year 3
ConservativeRM46,800
ModerateRM314,400
OptimisticRM1,957,500
Year 4
ConservativeRM68,700
ModerateRM591,000
OptimisticRM4,425,000
Year 5
ConservativeRM96,000
ModerateRM1,041,000
OptimisticRM7,791,000
Five-year cumulative
ConservativeRM217,750
ModerateRM1,987,400
OptimisticRM14,313,275
Talent Network growth plan
Validate first. Licence before placement.
We will prove a trusted talent-readiness process before entering regulated placement. The technology and Education entity builds capability evidence; a separately licensed employment agency will later handle consented employer introductions.
Talent readiness only · No placement before licensing
Free, opt-in profiles combine verified programme evidence, portfolios, assessments and role interests. We provide career preparation, profile improvement and interview readiness while employers see only anonymised, aggregated capability and demand information.
Licence A first. Successful starts second.
Form a separate employment-agency company, apply through JTKSM/ePPAx and launch initially in Peninsular Malaysia. We will not perform placement activity until Private Employment Agency Licence A and the recruiter identification are issued.
Evidence required before we apply to place talent.
Licence A operating gate
Keep education technology and regulated placement separate.
Licence A is the appropriate starting licence for Malaysian job seekers placed into jobs within Malaysia. A dedicated company whose approved name starts with “Agensi Pekerjaan” will hold it; the Education/technology company and employment agency will remain legally and financially separate.
This is the cash we must prepare to establish the Licence A company. RM55,000 remains committed as company capital and restricted cash; RM850 is spent on official fees.
Paid-up capital that remains inside the company. It is required funding, not a fee or business loss.
Money guarantee held for the licence. The cash is restricted, but it is not an operating expense.
RM300 application + RM500 licence + RM50 founder identification document.
Additional launch costs · Not included in RM55,850
Company incorporation, legal advice, PBT approval, suitable premises, signage and other setup costs still require confirmed quotations. The complete launch budget will therefore be higher than RM55,850.
- At least 51% Malaysian shareholding
- A Malaysian responsible director who satisfies the statutory requirements
- Recruitment-only prescribed SSM business activity
- Suitable commercial premises, PBT approval and signage
- Matching SSM, PBT and ePPAx addresses
- Confirm with JTKSM and the relevant PBT whether the 452 sq ft classroom may also support the separately licensed agency
Affordable employer products—only after the contracts are legally cleared.
Act 246 limits the statutory placement fee imposed on a Malaysian job seeker to 25% of the first month’s basic wage and allows the employer to pay that fee instead. We will obtain written legal advice on whether each employer package is a statutory placement fee or a separate employer-side recruitment service.
- No learner or job-seeker fees as a business policy.
- If RM1,000 is treated as the statutory placement fee, charge the lower of RM1,000 or the permitted limit.
- Keep the RM5,000 service unavailable until counsel confirms its genuine employer-side deliverables and fee treatment can be contracted lawfully.
- Employer prices exclude applicable SST. Monitor the employment-services threshold and obtain tax advice before rolling 12-month taxable revenue approaches RM500,000.
Fund the evidence and consent technology—not an assumption about regulatory capital.
Use CIP SPARK to strengthen verified evidence profiles, consent controls, matching support, outcome tracking and employer-demand validation. At least 60% of the grant is directed to development expenses.
Platform IP remains in the eligible Education/technology entity. The future licensed agency receives controlled access only through a legally reviewed intercompany licence or service agreement.
Employer-paid. Success-triggered. No job-seeker fee.
Standard Success Placement
No hire, no fee. Payable when the successful candidate starts work. Includes a verified capability profile, consented introduction, basic matching and interview/offer coordination.
Managed Corporate Placement
Role scoping, a structured shortlist, verified evidence pack, multi-stage interview coordination, outcome reporting and a 60-day replacement window—triggered by a successful start.
01Capability evidence→
02Learner consent→
03Licensed matching→
04Employer interview→
05Successful start→
06Retention and outcome tracking
Consent boundary
Sponsorship never automatically unlocks recruitment access. Sponsors do not receive candidate identities, hiring priority or permission to contact learners. Before an employer sees an identifiable profile, we require granular, revocable consent and record exactly which employer received which information and when.
Malaysia PDPA principles ↗Results & Proof
Start from the fundamentals. Execute the real work. Build capability that can move a career.
Our evidence shows how individual learners experienced the teaching and what one learner achieved. It demonstrates possibility—not a guaranteed promotion, salary or identical outcome for everyone.
How we teachBeginner friendly does not mean technically shallow.
We guide learners from the foundations through real Cloud, DevOps, Linux, Docker, deployment and Data workflows. Screen-sharing, step-by-step execution, questions during practice and reference materials help beginners keep moving while they perform the work themselves.
Make the unfamiliar executable.
Evidence supplied by learner · Identity removed
“Everything is good and easy to understand.”
A second learner said the step-by-step guidance was especially helpful without prior command-line experience.
- Foundations before complexity
- Guided screen-sharing
- Questions answered during execution
- References after class
Approximately 90% practical work.
Evidence supplied by learner · Identity removed
“Very good combination of theory and hands-on.”
The learner described deploying a project to Docker and understanding how sensitive information is protected.
The programme combines theory with deployment, Docker, Linux, infrastructure decisions, homework, exams and production-style practice. It is not a passive lecture or video-only course.
One learner advanced two role levels.
BeforeIT Developer IRM4,800 monthly base salary
→AfterIT Developer IIIRM7,500 monthly base salary
The learner associated DevOps knowledge with progressing to a more senior role. The promotion documentation verifies the role and salary change; it does not prove that our teaching was the sole cause.
Capability building started before this education business.
2 former colleagues
Before we began the current programmes, the founder mentored two workplace colleagues who later became more technically capable and reached five-figure salaries.
Professional recommendations
Read the complete recommendations ↗Technical credibility, validated from several working relationships.
Project managementSoftware architectureCloud & DevOpsTechnical leadershipData capability mentoring
Public recommendations describe reliable technical leadership, Cloud and DevOps expertise, practical guidance and a former colleague growing into independent analysis of large financial datasets. These recommendations validate professional credibility; they are separate from current learner outcomes.
Our Next Recognition Journey
Earn recognition. Never imply it.
This journey begins only after we complete our first full year of operation. No pathway below is presented as current approval or guaranteed certification.
Recognition pathwayBuild the foundation, then advance to the next recognition.
Our HRD Corp progress is building a strong training foundation. After completing our first full year, we plan to take the next step by collaborating with an existing JPK-accredited partner and exploring a recognised skills-certification pathway.
HRD Corp
Founder TTT, e-certificate and pre-accredited status are complete. Company training-provider registration has entered review. Founder accredited status is the next intended step before 2027.
JPK Pusat Bertauliah collaboration
We plan to explore government-recognised skills-certification pathways for Cloud & DevOps Engineering and Data Engineering & Analytics with an existing JPK Pusat Bertauliah.
- Curriculum mapping to relevant NOSS standards
- Modular certification or micro-credentials
- A possible pathway towards Sijil Kemahiran Malaysia (SKM)
Build and Validate
Strengthen programmes, learner outcomes, training systems and industry partnerships.
Collaborate with a JPK Partner
Map suitable programme competencies to NOSS, introduce a recognised modular pathway and establish the operating foundation of a proper education centre. Pursue lejiend.edu only after this partnership and institutional foundation are in place.
Become a Pusat Bertauliah
Prepare to pursue our own JPK accreditation when operationally ready.
- Confirmed partner readiness
- Full learner sponsorship
- Suitable facilities
- Prepared educators
- Mapped curriculum
- Controlled assessment
The classroom setup enables physical delivery. The advanced programme value covers the deeper learning experience provided to each sponsored learner after the partnership and programme are ready.
01 · One-time classroom setupRM11,000Approximate investment to equip the 452 sq ft classroom and introduce physical classes in 2026.
then02 · Future advanced programmeRM10,000Working programme value for each learner. We intend every advanced learner place to be fully funded by sponsors.
The next constraint to break
Demand is moving. Capacity must catch it.
Help us fund learner access, recruit educators, validate the Talent Network, strengthen operations and open institutional doors—without lowering the technical standard.