TWENTY-FOURYEARS OFBUILDING.TWENTY-FOURYEARS OFBUILDING.

Within a few years, I was working in the international trade of Asus and Gigabyte components, and soon after, I founded Pas Computer. I was never interested in simply running a retail counter; I was interested in building the system behind it. We created a full-cycle service operation — intake, repair, and fast delivery — supported by a dedicated call center and a refurbishment lab. Then we turned that model into a franchise and expanded it to sixteen branches across the country.

That became a pattern I have followed ever since: I would rather build the platform others can build their businesses on than simply sell something myself.

In 2010, I took responsibility for the fourth region of the Iran Elites Assembly and spent the next two years building those bridges. We formed twenty-three specialist committees to organize ideas by field, forty-six working groups that brought inventors, industry leaders, and investors to the same table, and a research center that could turn an idea into something structured, documented, and ready for investment. During that period, we also organized the country’s first national invention exhibition.

Someone has to build the connections that hold an ecosystem together. The work is rarely glamorous, but without it, very little moves forward.

In 2012, I founded Digital Cup, a franchised network of entertainment and sports venues across Iran and internationally. Over twelve editions of the league, tournaments became the heart of the business. The first international edition brought together participants from eighteen countries.

But every result ended with the event that produced it. A player’s ranking existed inside a single tournament and effectively disappeared when it was over. There was no record the player truly owned, nothing they could carry from one competition to the next, and no reliable way for an organizer in another country to verify how that result had been achieved.

So we built one: an international system for registering and ranking players across physical and digital games, together with a mechanism for verifying the tournaments themselves. That system became the direct predecessor of Ranking.

I didn’t come to this industry through finance. I came to it through a question about ownership: how do you give someone a record that truly belongs to them, moves with them, and cannot be quietly altered? Years later, I discovered a technology built around exactly that idea.

Rezvani Business Park — 17,000 square metres and Iran’s first startup park — brought together a business registration center, an accelerator, a crowdfunding platform, and co-working spaces under one roof. A football academy built a talent development program across thirteen sports and three age groups, with its senior team reaching the national third division. And a 15,000-square-metre food park created 150 direct jobs.

That same instinct had already shaped my work at a national scale. Beginning in 2015, I led a citizen services program in collaboration with the national postal service, bringing service providers across the country into a unified network and building the digital infrastructure that connected them.

In 2018, I was named Iran’s Top Entrepreneur. In 2019, I received the recognition again.

For more than two decades, much of my work had followed the same pattern: finding value and building the structure that allowed it to move further. A repair operation became a nationwide network. An invention became something structured enough to attract capital. A tournament result became a record that could outlive the event itself. Tokenization was a natural continuation of that thinking — applied to assets and ownership.

Businesses often hold significant value in assets that are difficult to divide, transfer, or trade: property, fleets, brands, licences, intellectual property, and other real-world assets. Tokenization can give that value a digital form — making ownership more divisible, transferable, transparent, and auditable. It opens the door to entirely new ways for businesses, assets, and people to participate in the same economy.

Coin Factory AG, registered in Zug, sits at the corporate core of this work in Switzerland, with a presence in Zurich alongside offices in Silicon Valley, Dubai, and Toronto. Switzerland was a deliberate choice: a jurisdiction with one of the world’s more developed legal frameworks for blockchain and digital assets, where this new generation of instruments can operate within a defined regulatory environment.

Around Coin Factory, we built an expanding ecosystem: blockchain infrastructure, digital asset management, settlement, reservation, prediction, mining, ranking, and other platforms designed to work as parts of one connected digital economy. Most are already operational, and the ecosystem continues to grow.

Not a country defined by land, borders, or an army, but by an economy — one capable of issuing assets, settling transactions, recording ownership, establishing rules, resolving disputes, and allowing people and businesses to create value within it. Its name is OASIS. It is neither a metaverse nor a game, although it draws ideas from both.

Everything we are building today is designed to become part of that larger structure. Coin Factory creates and structures digital assets. CoinBank provides the financial layer through which they can move and interact. RZ Chain provides the blockchain infrastructure beneath them. Ranking builds a persistent layer of identity, reputation, and achievement. Each platform has a purpose of its own, but together they are designed as parts of one connected economy.

Over the years, I have developed and documented the foundations behind OASIS — its constitution, governance model, treasury framework, crisis protocols, and, equally important, the parts that have yet to be built. I believe a credible vision should be as clear about what is missing as it is about what already exists.

My perspective on digital economies comes from more than two decades of building businesses in the physical one. I have made payroll through difficult years, built operations from the ground up, opened physical spaces and carried the responsibility of making them work. Almost everything I believe about building a digital economy began with something I learned in the real one.