Risks & FAQs

Rwanda combines a clear long-term development direction, an active transition towards cleaner transport and growing demand for efficient urban mobility. The founder has also been based in Kigali for more than four years, providing local operating knowledge and relationships rather than a purely remote market view.

Management sees several forces moving together: Rwanda's Vision 2050, support for electric mobility, increasing urbanisation in Kigali and its outskirts, growth in motorcycle-based transport and restrictions affecting new petrol-powered motorcycle licensing. These factors support demand for electric vehicles and the infrastructure needed to keep them operating.

The central problem is not merely access to an electric vehicle. Customers also face limited battery-swapping and charging infrastructure, insufficient specialist maintenance and inadequate availability of genuine spare parts. Zuna's model brings those services together to improve convenience, reliability and after-sales support.

The primary groups are moto riders, delivery-service operators, small businesses, middle-income commuters, fleet operators, and government or NGO projects adopting green-mobility solutions.

Management's case is supported by national electric-mobility policy, urban growth, the scale of motorcycle-based transport, restrictions on petrol-powered motorcycle licensing and increasing clean-transport investment. The business has also operated at pilot scale since 2025, giving the founder direct experience of suppliers and customer behaviour before full expansion.

Competition confirms that a market exists, but management sees a continuing shortage of integrated providers combining rental, sales, charging, swapping, maintenance and genuine parts under one model, particularly outside central Kigali.

Management identifies operators including Ampersand, Spiro, Amazi, Gorrila, Kabisa and BYD. Zuna intends to differentiate through integrated services, customer-focused after-sales care, competitive pricing, rapid battery swapping, high-quality maintenance and expansion into underserved locations.

Competitor names are included for market context only; they are not affiliated with Zuna Logistics.

Yes. Regulation is an important business variable and may change over time. Zuna's positive position is that its model aligns with Rwanda's broader clean-transport and net-zero direction, while management plans continuous regulatory monitoring and compliance rather than assuming today's rules will remain unchanged.

Zuna's planned ecosystem contains eight complementary services:

• Electric motorcycle rental
• EV car rental
• Electric motorcycle sales
• Battery swapping
• EV charging
• Motorcycle workshop and maintenance
• Genuine spare-parts sales
• Fleet-management services for commercial customers

Vehicle access creates the first customer relationship, while energy, maintenance and parts support the vehicle throughout its working life. Combining these services is intended to improve uptime, customer retention and the usefulness of each location while diversifying revenue sources.

Technology change is recognised as a manageable risk. The intended response is phased purchasing, active supplier partnerships and regular monitoring of batteries, charging systems and vehicle platforms before each major commitment.

Battery performance and replacement must be treated as a planned lifecycle cost rather than a surprise. The five-year planning period reflects expected lithium-ion battery cycles and standard equipment depreciation periods. Actual battery condition, usage and replacement requirements will need continuous tracking.

The founder proposes strategic supplier partnerships, strong inventory-management controls, lead-time planning and continuous market monitoring. ERP-based inventory and asset tracking is also planned as the business scales.

Useful indicators include active fleet size, vehicle utilisation, downtime, battery-swapping and charging throughput, maintenance demand, parts availability, customer retention and cash performance. Staged growth allows management to review these indicators before committing to the next phase.

Management selected five years because it corresponds with the intended OEM distribution or franchise term, expected lithium-ion battery replacement cycles and standard depreciation periods for key hardware.

The Phase-1 plan targets pre-commencement activities through September 2026, with construction planned from October to December 2026, or January 2027 at the latest.

This is a management target, not a guaranteed completion date. The public roadmap should be updated if procurement, approvals, funding or construction timing changes.

The stated ambition is a sustainable electric-mobility ecosystem with more than 250 electric motorcycles, more than 20 EV cars, multiple battery-swapping stations, EV charging infrastructure, a modern maintenance workshop, genuine-parts distribution and strong nationwide brand recognition.

• Year 1: registration, infrastructure setup and pilot operations.
• Year 2: swapping and charging expansion, fleet growth and workshop development.
• Year 3: distribution expansion outside Kigali.
• Year 4: additional branches.
• Year 5: regional expansion and franchise development.

Management's current options include structured distributions and principal return under the final financing agreement, an equity buyback based on the Year-5 valuation, or voluntary rollover into a Phase-2 expansion. The binding investor documents—not this webpage—must define the actual rights, timing and conditions.

The founder points to practical pilot activity since 2025, local market experience, supplier relationships and more than 20 years managing engineering projects, budgets and operations. These factors strengthen execution capability, but commercial results will still depend on funding, deployment, utilisation and market conditions.

No. Forecasts are planning estimates based on assumptions. Actual revenue, profit, distributions, valuation and capital outcomes may differ. Returns depend on the business generating sufficient cash, and investors may receive less than expected or lose capital.

Abdur Rahman's stated vision is for Zuna to become a benchmark for sustainable electric mobility in Rwanda: supporting economic growth, employment, environmental responsibility and affordable, reliable transport in alignment with Vision 2050.

His energy and engineering experience helped him recognise the opportunity created by Rwanda's move towards sustainable transport. His personal commitment combines lower transport emissions with employment creation and improved affordability.

Abdur Rahman is a mechanical engineer with an Executive MBA and more than 20 years of experience managing projects, budgets, operations, teams and large energy or infrastructure assignments. Those skills are directly relevant to building asset-heavy operations safely and methodically.

He has been based in Kigali for more than four years and has worked actively in Rwanda's electric-mobility market, developing supplier relationships, learning customer behaviour and operating the business at pilot scale since 2025.

Management reports established relationships with suppliers, financial institutions, government agencies and business associations in Rwanda. Additional legal, tax and technical advisers are intended to be appointed as the company expands.

The business is founder-led but supported by a co-founder and functional contributors across finance, administration, operations, process improvement and business development. The plan is to move towards fuller professional executive oversight by Q2 2027.

The proposed structure includes a CEO, Operations Manager, Finance Manager, Marketing Manager, Technical Workshop Supervisor, Customer Service Officer and Compliance Officer, supported by an advisory network covering finance, business development, operations and marketing.

It is currently described as work in progress. Completing clear founder and investor agreements before capital is committed is an important governance milestone.

Routine operational decisions are intended to sit with executive management under documented policies. Major strategic and capital decisions are intended to follow formal board and investor voting thresholds defined in the company's governance documents.

A Board of Directors is planned for the corporate structure, alongside experienced advisers. Board formation, responsibilities, voting thresholds and reserved matters should be documented as the investment structure is finalised.

During the current stage, founders and the functional team will allocate responsibilities through standard operating procedures. As the company expands, specialist finance, operations, compliance, customer-service and technical roles are planned.

The continuity plan is based on delegated responsibility, written SOPs, ERP records, multiple signatories, operational documentation and cross-management training. These measures are intended to allow essential decisions and service delivery to continue without depending on one person's memory or access.

The succession and business-continuity structure is still being developed. Management's target is to establish a full professional management team by Q2 2027. Progress against that target should be reported to investors.

The current proposal is 20% founder ownership and 80% investor ownership. Final ownership, voting, dilution, transfer and exit rights must be confirmed in signed legal agreements.

The planned control framework includes ERP software, accounting controls, segregation of duties, bank reconciliations, periodic internal review, annual independent financial audits and board oversight.

Management proposes legally binding investor agreements, defined governance policies, transparent financial reporting, independent audit, regulatory compliance and periodic investor updates. The signed legal documents will determine the enforceable rights.

No. Policies and reserve mechanisms may be designed to support planned principal repayment, but they do not remove commercial risk or guarantee repayment. Capital remains at risk and outcomes depend on the company's performance and contractual terms.

The intended framework includes periodic investor reporting, project updates, financial reporting and annual independent audit. Zuna's investor portal is designed to provide authorised investors with access to their investments, transactions, documents, meetings and updates.

No. The website allows prospective investors to register interest and book a discussion. It does not collect investment funds or perform regulated identity verification. Any investment must follow the appropriate due-diligence, legal and banking process.

Review the business plan, current financial model, risk disclosures, corporate documents, shareholder or financing agreement, ownership and voting terms, use of funds, reporting obligations and exit provisions. Independent legal, financial and tax advice is strongly recommended.

You can send an investment enquiry or book a consultation with the founder. Specific questions are welcome, including questions about assumptions, controls, milestones and material risks.