The investment case.
Tasveer is not raising capital to grow a photography studio. It is raising capital to build the infrastructure Nepal's creative industry has never had — and to sell that infrastructure internationally.
Tasveer began in 1980 with one photographer and a camera. It became a studio in 2012. In 2026, it becomes a company.\n\nI joined Tasveer because I believe something specific: Nepal's creative industry has been held back not by talent, but by the absence of infrastructure. Every photographer, every filmmaker, every studio I've met in this country has the same problem — the work is good, but the systems around the work are not.\n\nThat is what we are building. Not a bigger studio. Not more awards. Infrastructure.\n\nWhat that means in practice: post-production that studios can actually rely on. Talent pipelines that don't run dry. Content systems that scale with brands. Education that prepares people for real work. Technology that gives creative businesses a fighting chance.\n\nI've spent eighteen years building software delivery at scale. I know what infrastructure looks like when it works. Nepal's creative industry does not have it yet. We are building it.
Nepal's creative industry is fragmented. We are building the layer it needs.
Three decades of growth in Nepal's corporate, development, hospitality and financial sectors have created sustained demand for visual content. No one has built the infrastructure to serve it at scale. That is the gap.
Annual creative-services spend across corporate, institutional and private sectors. Growing 15–20% year over year.
Adjacent post-production market in India, UAE and diaspora — delivered remotely, priced in USD. Nepal is currently invisible here.
Nepal produces capable photographers, editors and filmmakers, but no pipeline connects them to sustained careers. Academy and Model address this directly.
Three economic engines. Eight verticals. One flywheel.
The eight businesses under Tasveer are not eight side projects. They are three distinct engines with different margin profiles, feeding one another.
Create
Studio · Wedding · Reels · Talk
The production businesses that document, tell stories, and make work. High-touch, client-facing, and the source of Tasveer's brand equity.
Enable
Tasveer Edit · Tech
The infrastructure businesses, built for the industry. Tasveer Edit is the only vertical that can sell outside Nepal at scale — and the primary growth engine of the group.
Grow
Academy · Model
The pipeline businesses. Academy produces trained talent. Model connects that talent to opportunities. Together they feed the Create engine with the next generation.
What cannot be copied.
- 01
The Archive
More than four decades of Nepali visual history — 100,000+ people photographed, thousands of cultural, ritual and everyday moments documented. This is not a fixed asset. It appreciates with every passing year, and becomes licensing revenue, exhibition value, book value and film value.
- 02
The Client Base
3,000+ weddings. 1,000+ businesses. Multi-generational relationships where the parents we photographed now bring us their children's weddings. This is a self-sustaining referral engine that no competitor can replicate.
- 03
Ecosystem Integration
No creative business in Nepal has eight interlinked verticals. Studios compete on craft alone. Tasveer competes on craft plus infrastructure — the ability to serve a client across production, post-production, recurring content, talent and technology in one relationship.
- 04
The Technology Layer
Most Nepali creative businesses run on WhatsApp and spreadsheets. Tasveer is building the systems that other creative businesses will rent — delivery pipelines, asset management, workflow automation. Infrastructure that becomes a second product line.
- 05
The Founders
One founder with forty years of craft, another with eighteen years of technology delivery leadership. Neither is replaceable by hiring. Together they cover the two dimensions every creative business needs and almost none has: art and operational discipline.
Three years. One clear sequence.
Consolidate the ecosystem. Scale the export engine. Compound the asset.
- Launch Tasveer Academy and Tasveer Model
- Tasveer Edit to 100 partner studios
- Tasveer Reels to 20 brand retainers
- Consolidate all eight verticals under one operating structure
- Formalise the archive digitisation programme
- Tasveer Edit to 300 partner studios
- International entry — India and UAE
- USD-denominated post-production revenue line
- Studio to 40% of group revenue
- Tasveer Reels at 50 active brand clients
- Academy first cohort of 100 students
- Tasveer Edit at 500+ partner studios globally
- Archive licensed for two international exhibitions
- Academy at 500 students per year
- Tasveer Talk as a sponsored media property
- Original content IP — films, documentaries, books
- Ecosystem operating as one integrated company
A partial roster.
Over more than four decades, Tasveer has produced visual work for organisations across nearly every sector in Nepal — and for families across multiple generations. Below is a partial list of our clients.
Client names are presented with permission. A complete list is available on request. Some clients prefer not to be publicly named; their work is included in our portfolio without attribution.
We are not building a bigger studio. We are building the infrastructure that Nepal's creative industry has always lacked.
Anit Shrestha Manandhar · Co-Founder & CEO
Let's talk.
The full investor deck — including detailed unit economics, market analysis, and financial projections — is available on request.
[email protected]