London-based Goldfinch International launches soccer league and film joint ventures in Bangladesh and Indonesia, following its successful Gulf expansion model.
By Adam Makins·
Goldfinch International is making a decisive push into South Asia and Southeast Asia with two major projects that signal the London-based entertainment financier’s confidence in the region’s creative potential.
The company, which operates as the emerging-markets division of Goldfinch, has structured partnerships in Bangladesh and Indonesia that mirror the playbook it deployed successfully in the Gulf. The strategy is deceptively simple: find well-connected local partners who understand both government and community, then inject international capital, expertise and distribution networks to unlock opportunity.
In Bangladesh, Goldfinch is working with 1CS Holdings Limited, led by Nazir Alam, on what could become a transformative sports infrastructure project. The Bangladesh Strategic Partnership (BSP), a consortium that also includes Fablemill and Germany’s Akani Group, recently signed a memorandum of understanding with the Bangladesh Football Federation to explore creating the Bangladesh Super League.
The proposed competition would blend existing clubs with regional franchises, introducing professional governance and international commercial practices to a market that’s hungry for modernization. Rather than simply launching a league and hoping for investment, BSP is taking a layered approach: attracting British and European clubs, family offices, specialist investors and members of the Bangladeshi diaspora. The consortium is also eyeing soccer academies, athlete rehabilitation facilities, creative skills training and sports employment opportunities.
It’s worth noting that this isn’t just about soccer. BSP has opened conversations with the Bangladesh Olympic Association, the ICT Division, Startup Bangladesh and the Ministry of Youth and Sports. A separate National Creative Economy Partnership is being weighted, covering international production, creative infrastructure and intellectual property.
Nazir Alam framed the initiative around Bangladesh’s youth demographic. “Bangladesh has extraordinary potential in sport, technology and the creative economy, particularly through the talent and aspirations of Generation Z,” he said. That observation cuts to the heart of why Goldfinch sees opportunity in markets others overlook.
Meanwhile, in Indonesia, Goldfinch has entered a joint venture partnership with Jakarta-based creative company Rangkai. The two firms originally signed an MoU at Cannes in May, and this latest move formalizes their collaboration.
Rangkai brings deep roots in Indonesia’s filmmaking community, local distribution experience and government connections. Goldfinch brings its global sales network, production financing and deal-structuring expertise. The venture will focus on community building, distribution, global sales, production and advisory work, with the explicit goal of placing Indonesian stories and talent in front of international buyers and investors.
Rangkai CEO Redemptus Rangga Raditya emphasized the partnership’s balance: “In Goldfinch we have a partner that brings the international reach and financing experience to take Indonesian stories to the world, and we are proud to be building this together as equals.” That language matters. It signals that Goldfinch isn’t importing solutions; it’s amplifying existing capabilities.
These two deals don’t exist in isolation. Goldfinch International is assembling a broader ecosystem. The company launched the Commonwealth Creative Industries Alliance this year with the Commonwealth Foundation, reaching all 56 Commonwealth nations. It’s also backing a production debt fund for emerging markets and has stakes in Vault 47, a Singapore-based branded entertainment studio formed in late 2025 with Virtue.
Phil McKenzie, Goldfinch’s co-founder and COO, positioned Bangladesh and Indonesia as test cases for a larger thesis. “Bangladesh and Indonesia are two of the youngest and largest markets in the world, and in 1CS Holdings and Rangkai we have partners who sit inside government and inside the creative community at the same time,” he said.
The company is in talks with partners across several other Global South territories, suggesting this model could scale. In November, Goldfinch will travel to the Commonwealth Heads of Government Meeting in Antigua and Barbuda to promote the alliance and unveil additional development programs.
What’s compelling here is that Goldfinch isn’t chasing quick returns from emerging markets. The structure reflects patience and infrastructure thinking. Building a soccer league takes years. Establishing a film export ecosystem takes longer. But in Bangladesh and Indonesia, demographics and government support suggest the timing might finally be right.
Source: Infeeds.com
