Investor Document · Confidential · May 2026
Why Jack's Secret / Plexaris is a different category of investment in rural East Africa.
Jack's Secret Food Group BV · Plexaris Uganda · WDT Hub · Kayunga · Bugiri
The starting point
A farmer sells jackfruit to a middleman for a fraction of its market value. The middleman sells it on to an exporter. The exporter ships it raw to Europe.
The value is created elsewhere, taxed elsewhere, accumulated elsewhere.
This is how Africa has worked for generations. It is precisely what Jack's Secret / Plexaris breaks.
The difference
Commodity business
A perfectly good business. But fragile, exposed to market prices, FX swings, and the procurement logic of Cargill, Kerry and Olam.
An individual farmer without GPS registration, harvest history or HACCP certification is invisible to a multinational compliance department however good his product is.
Platform
An infrastructure layer installed at village level. Six revenue streams. One organised entity that a multinational can sign with, invoice and audit.
500 invisible farmers become visible. Remove the jackfruit, the system keeps running.
The hub, defined
15 km is not arbitrary. It is the distance a boda-boda can travel with a full load before the profit margin evaporates. It is the human scale of the rural economy.
Inside the 15-km cell
The procurement reality
From December 2025, EU importers must prove that products do not originate from deforested land — with GPS coordinates, dated satellite data and a demonstrable chain of custody. Cargill, Kerry, Olam and comparable global ingredient houses have moved this from marketing to a hard procurement requirement.
The Hub makes 500 invisible farmers visible. The interface multinationals are looking for but cannot build themselves at viable cost.
What multinationals require
The missing link, now in place
Every Hub depended on imported fertilizer in USD while the farmer earns in shillings. A structural leak. The bio-converter turns the biomass farmers bring in into organic fertilizer that flows directly back to those same farmers.
01 · INPUT
Husks, waste streams, organic material previously burned or discarded.
02 · CONVERT
High-quality organic fertilizer, branded under Organics Matter®.
03 · RETURN
Productivity in return for what used to be a cost.
04 · OUTCOME
Import dependency disappears. Margin per farmer rises.
Energy foundation
Hub base layer
Proven, locally maintainable, independent of the unreliable national grid. Drying ovens, processing, twenty charging points and the Plexaris terminals run off it from day one.
Scale-up partner
Solar hybrid mini-grids of 50–100 kW across Uganda, Rwanda and the DRC. From a 300-household minigrid in Mukono to fish processing on Lake Victoria.
Revenue architecture
01
Drying, cleaning and packaging jackfruit and other crops at HACCP standard.
02
AgroLink resale margin between hub and offtakers. Price certainty before harvest.
03
Plexaris intelligence sold to governments and NGOs for policy and research.
04
Sales to farmers inside and outside the hub. Organics Matter® as the brand layer.
05
Fellows programme and youth skilling — paid placements, paid curricula.
06
Clinic fees within the Hub footprint. Productive workforce + revenue line.
Why it compounds under pressure
The real innovation · Human capital
The technology is replicable. The human culture of reciprocity built sitting with a farmer on his homestead, drinking coffee, between equals is not.
The Brian factor · Upperfellow · Kayunga
The scaling constraint — and the moat
A new fellow is not trained in a classroom in Kampala. He walks alongside Brian for months — on the fields, on the veranda, in the factory. He inherits the culture before he inherits a 15 km cell.
The rollout is gradual on purpose. What is built works — and the cost of leaving the system has become unbearable for the farmer: data, credit history, fertilizer, social network, healthcare.
What competitors can and cannot copy
External validation
40%
World Bank · Dec 2025
of agricultural output in Uganda lost to inadequate post-harvest infrastructure. Answered by processing inside the 15 km zone.
AfDB
Corruption & leakage
flagged as the greatest barrier to capital mobilisation. Answered by Plexaris digital transparency on every transaction.
70%
UNDP · Population under 30
vs. available productive work. Answered by the fellows programme and Mini Brian apprenticeships.
8.8/10
Impact Readiness — independent assessment. Exceptionally high precisely because this is a market model, not an aid model.
What this means for equity value
Every farmer added makes the data more accurate and the harvest forecasts more reliable. Every Hub opened makes logistics more efficient — surplus jackfruit from Hub North redirected via AgroLink to Hub West. The network grows more valuable with every cell.
| Valuation driver | Commodity exporter | WDT Hub network |
|---|---|---|
| Margin / volume | Exposed to spot prices & FX | Six parallel streams |
| Network effects | None | Per-farmer · per-hub |
| Switching cost for users | Low | Data + credit + fertilizer + clinic |
| Data as asset | — | Sold to govt / Cargill / Olam |
| Defensibility | Price-based | Cultural · trust-based |
Financing architecture · Active conversations
Local development partner
Looking for a privately financed, self-sustaining model that delivers NDP IV — full monetisation of the rural economy — at village level.
International creditor
Looking for commercial return combined with systemic impact in a structure that is replicable across hubs.
Upside
Bio-converter + renewable energy + biochar generate documented CO₂ reduction. A maturing market and an additional revenue stream.
Regulatory risk · Addressed openly
Requires cabinet approval. A political layer on what is otherwise a financial transaction.
Sit in sectors where the government bears responsibility — formal approval may be required upon classification as an agent.
International funds with Uganda on the shortlist are reconsidering while implementation remains unclear.
Why this model is structurally better protected
The Hub is not an aid project executing foreign agendas. It is a Ugandan business solving Ugandan problems — with Ugandan capital, Ugandan people, Ugandan governance.
Ugandan core
Brian. The Mini Brians. The cooperative of 500 farmers. The Plexaris team. Decision-making sits locally.
Capital ≠ Control
Foreign financing as capital within a Ugandan system — not foreign control over a Ugandan system. UDB primary.
Regulatory posture
A commercially driven, locally led model gains relative value as foreign NGOs face increasing regulatory pressure.
Exploratory · Fourth pillar
CarbonPave produces a cold asphalt premix whose primary raw material is biochar. The Hub has the biomass, the location and the infrastructure context. CarbonPave has the technology and the need for local supply.
Feedstock
Pak Chong variety on marginal land. 60 t dry biomass / hectare / year.
Process
Heats dry biomass without oxygen. Complementary to the bio-converter, not a replacement.
Offtake
Cold asphalt for feeder roads including those funded under Uganda's UCMID programme.
Payback
on the additional kiln investment, before carbon credits.
The Hub produces biochar. CarbonPave lays roads with it in the 15 km zone. Those roads make the Hub more accessible. More accessible farmers grow more Napier. The investment strengthens its own return.
One investment · Four effects
Biochar sold to CarbonPave. Plus removal credits trading at $150–$300 / tCO₂ in the voluntary carbon market locked in road infrastructure for 100+ years.
Roughly $600 / year extra on land that today produces nothing. Two guaranteed Plexaris income streams instead of one.
Mineral-rich kiln ash — K, Ca, P — back to Napier farmers. Frees fertilizer volume from low farmer-price to higher agrodealer / export price.
Conservative +10% yields validated in Ugandan field trials. More AgroLink volume, more commission, deeper Plexaris track record.
Hub roadmap
| Hub | Location | Status | Target online |
|---|---|---|---|
| Hub 1 | Kayunga | Lead site · Brian + Mini Brians in apprenticeship | Q3 2026 |
| Hub 2 | Bugiri Free Zone | UFZA & Bugiri FZ alignment in place | Q4 2026 |
| Hub 3 | Eastern Uganda | Site selection following Mini Brian readiness | 2027 |
| Hub 4 | TBD | Site selection following Mini Brian readiness | 2027 |
| Hub 5 | TBD | Site selection following Mini Brian readiness | 2027 |
The constraint is the apprenticeship pipeline of Mini Brians. That is also the moat. The technology can be copied. The human culture cannot.
The conclusion for the investor
Jack's Secret as a jackfruit supplier is an opportunity. As a hub network, it is the infrastructure layer Uganda's rural economy can run on.
All the pieces are now in place: the bio-converter that closes the loop, solar + battery that makes the Hub independent of the grid, the UDB + FMO architecture that institutional investors recognise, and Plexaris-traceable HACCP processing that Cargill and Kerry need but cannot build themselves at viable cost.
Next step
UDB primary, FMO as creditor, Equatorial Power on the energy layer, CarbonPave on biochar offtake.
Jack's Secret Food Group BV
Netherlands · jackfruit processing & offtake
Plexaris Uganda
Kampala · Field Fellow & data platform
WDT Hub · Lead site
Kayunga · Brian · 500-farmer cooperative
JACK'S SECRET / PLEXARIS · INVESTOR DOCUMENT · MAY 2026 · CONFIDENTIAL