Diaspora Investment Network

Remittances to Jordan reached roughly $4.4B in 2024 (about 7.6% of GDP) — large flows, almost none of them structured investment — while no dedicated diaspora investment vehicle exists in Jordan. Behavioral evidence is consistent: where trust in institutions is weak, diasporas prefer direct investment channels with visible governance over passive instruments, which is why most small-country diaspora bond and fund attempts have failed on trust rather than on patriotism. The network must therefore earn credibility deal by deal, and it must operate inside the U.S. securities perimeter from day one.

A member-based network that indexes, translates and contextualizes the Ministry of Investment's public opportunity map; runs investor education; hosts pitch events and investor visits; and arranges introductions. Co-investment happens only via licensed SPV platforms (AngelList, Sydecar, Carta class) where deal leads, not the network, take carry. Membership dues and sponsorships are the only revenue. The compliance architecture is explicit: no success or transaction fees, accredited-only deal exposure with third-party verification, no securities solicitation, no diaspora bond distribution.

Jordan: curated, governed capital flows toward projects already on the national opportunity map. The U.S.: members making better-informed decisions with standardized diligence. The diaspora: an education-first community whose losses are protected by conservative screening and whose wins compound into track record.

A U.S. member-based association with two-to-three paid staff (network director, screening coordinator, community manager) and a separately incorporated Jordan program office that conducts education and logistics only — no securities activity. A deal-screening committee with recusal rules, written screening criteria, a standardized data-room checklist, KYC/AML including sanctions screening, and published post-mortems. Arm's-length governance keeps FARA exposure managed.

Not yet authorized

Operating cost is under $500K per year (modeled). The base-case impact scenario is roughly $1.2M per year in committed capital (about $0.7M realized as FDI after the announced-to-realized haircut) — under 0.1% of Jordan's 2024 FDI inflows. Leverage is modeled at roughly $2 per $1 at base, deliberately below the ~$10 econometric investment-promotion benchmark. Armenia's BANA Angels (roughly 65–70 angels, 35–45 investments) is the honest small-diaspora precedent for pace.

Scenario estimate — not a commitment, not a forecast.

Economic impact scenarios

Phase 0 (0–12 months) is information and introductions only: 100 members, six education sessions, one investor tour, an MoU with the Ministry of Investment. Phase 1 (12–30 months): the first two-to-three SPV deals through a licensed partner. Discontinue if fewer than 40 verified accredited members after 12 months, zero closed deals after 24, any regulatory cease-and-desist, or a material integrity breach in a Jordan-side project.

Members and verified-accredited percentage; deals screened (target 40+ per year); dollars co-invested; follow-on rate; education-session attendance; tour feedback — never headline dollars raised as a success claim.

Reputational (highest): a failed deal inside a tight community poisons the well — conservative screening, honest risk disclosure, education-first culture and published post-mortems. Regulatory: success-fee creep or non-accredited admixture — quarterly compliance review and third-party accreditation verification. FARA — an independent board with no instruction rights to any Jordanian entity.

• concept — not funded
• Not yet authorized

All initiatives and the tier architecture · Economic impact scenarios · Governance · Roadmap