Institutional Overview

Low operating costs, high continental prize money asymmetry, zero institutional foreign ownership. Operator-led, structure-first. The founder relocated to Santa Cruz de la Sierra. Team spans PE, media production (13 Emmy nominations), national team operations, Lazard M&A advisory, PwC financial governance.

Designed for capital efficiency, regulatory compliance, and investor access across jurisdictions. Hover each entity to see its role in the structure.

Not projections built backward from a target. This model starts with verified baseline data from the April 2026 due diligence disclosure, benchmarks against a proven comparable, and identifies the single catalyst that resets every revenue line upward.

Sourced from the James family's formal DD response (April 1, 2026). This is not a distressed asset — it is an underresourced one. The liabilities are manageable. The infrastructure exists. What's missing is capital discipline and commercial execution.

Jersey Bird generates $310K annually covering a fifth-division club it doesn't own, from home. Puente operates a club it controls, from inside it, with promotion stakes, academy access, and a country whose national team just came within one game of qualifying for the World Cup for the first time in 30 years. Set your own assumptions below.

Key insight: 68% of Jersey Bird's revenue is non-AdSense. YouTube is a signal metric and discovery engine — sponsorship, membership, and merch are the business. The Q1 2026 data above represents Jersey Bird's seasonal floor (Q1 CPMs run 20–40% below Q4 peaks).

Promotion is not a growth rate — it is a category change. Every revenue line resets upward. This is the investable event.

Promotion triggers ~$1.5–2M/year in TV distributions. Most clubs immediately hemorrhage that money on FIFA compliance — academy buildout, infrastructure, medical staff, licensing fees. Bancruz already has El Semillero. That compliance cost is pre-paid. Promotion revenue is retained, not spent catching up.

The cost floor is real: The current squad of 25 players operates on food stipends, housing for two, and monthly salary for two. Fourteen players receive zero compensation. At this level, simply paying players reliably is a competitive recruiting advantage — one that Puente activates from day one.

The asymmetry: Promotion from the regional division unlocks a 10–15x revenue step-change. Most promoted clubs spend 12–18 months building the infrastructure required for compliance. Bancruz enters with the academy, the governance, and the reporting already built.

The context: In March 2026, Bolivia came within one match of qualifying for the World Cup for the first time since 1994 — beating Brazil along the way. The near-miss reignited national football interest at every level. But the system that produced that run is broken: unpaid wages, match-fixing, governance crises, and zero institutional youth development outside of one place. El Semillero is the only academy in Bolivia that has operated continuously for over two decades, graduated 30+ players to the professional level, and produced 9 senior national team members. Every other pathway is informal, underfunded, or abandoned. That is why this club is the investment — not because Bolivia qualified, but because the country's football is rising and there is exactly one institution positioned to catch it.

El Semillero graduates flow into Club S.A. via exclusive 20-year management agreement. Combined capture: 20% of all onward transfer value (15% drag-along + 5% FIFA solidarity). Transfer cap assumption: $100K max/player, 2 transfers/year max, $25–60K average range.

This is not theoretical. El Semillero has promoted 30+ players to the Bolivian Liga — including Danny Bejarano (national team, Lamia FC in Greece), Samuel Sandoval (active training compensation claim via TRD against Club Tomayapo), Micky Cabrera, Diego Bejarano, Reyes Antelo, and players to Oriente Petrolero, Blooming, Bolívar, The Strongest, and Guabirá. The pipeline is proven. The structure to capture its value is what Puente builds.

English-first strategy is a structural revenue decision — USA CPM $12–$32 vs Bolivia CPM $0.50–$1.50 (20–50x differential). Adjust the sliders to model projected monthly revenue by stream.

Three models. Three proof points. Each demonstrates a different lever of the Bancruz thesis.

The exit is not a single event — it's a menu of options that unlock progressively as the club scales through promotion, media traction, and continental competition.

Valuation spectrum: Current implied multiple ~0.5x revenue (Bolivian regional division). Post-promotion with media: 4–6x. Full media premium with continental access: 8–10.5x (Wrexham benchmark). The opportunity delta is the investment thesis.