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Invest in human imagination

From creating and licensing business.

Company History

     According to the view to ‘Help Commercialized Human Imagination’, the 2 founders of the group i.e. Mr. Alan Archapiraj and Mr. Sathit Klamin joined to build 2 technology businesses : Multi-media Production business and Intellectual Property business in September 2018. Deus Corporation will be set up later to combine these 2 businesses together and move forward to the global size of business.

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“To be the world Top-10 company
that receives revenues from IP in
the year 2026”

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“Acquire IP businesses that

succeed in the world market”
“Make our creation to reach

imagination of 1 billion humans”

About us

Industry Overview

Movie and TV show

     Local TV and movie producers require post production service in order to sell their content to online streaming services. Netflix standard post production service is a must have. However, there are several competitions in the TV advertising business together with the increase in online market. Therefore, most of the advertising firms decrease the usage in advertising channels and production.

Gaming Production

     Global game production budget has been increasing over the past 5 years. In 2020, it was estimated to be 30 billion USD market size. It is expected to reach 60 billion USD in 2025. Game production budget makes up 20% of the total Gaming industry. Based on region, Asia-Pacific has been the largest country of Gaming in the world for the past few years and it will keep increasing in the next few years. The Asia-Pacific market took up about 46.94% of the global market in 2017, while North America and Europe were about 24.85%, 21.78%

Games Market Position & Customers

Games customers require fast and high quality products which are not very sensitive toward pricing. One of the leading companies to design and produce online game, animation and special technic editor in Thailand is YGGdrasil PCL. which showed the revenues of 228.08 million baht and 56.57 million baht in 2020. Another good example for a comparative company in the game market is Team 17 PCL. Team17 (market cap: £906m) is a leading UK independent video game developer. Its games – which are available on multiple gaming platforms – include Worms Rumble, Overcooked: All You Can Eat, Monster Sanctuary, and The Survivalists.

Industry Overview



Board of Directors

Organization Chart

Board of Directors

Internal audit

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Mr. Alan Archapiraj

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Chief Production Officer

Chief Strategy Officer

Chief Operation Officer

Chief Marketing Officer

Mr. Sathit Klamin

Ph.D.Waewpalin Phanphakdi

Mr. Sathit Klamin (Acting)

Mr.Alan Archapiraj (Acting)

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Mr. Alan Archapiraj

CEO & Founder

Successfully started a company 

to create local gaming software 

sold to every country in the world. 


Oversee IT and Technology 

deployment projects with value 

over 3000 million baht for Publicly 

listed companies

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Mr. Sathit Klamin

CPO & Co-Founder

Over 20 years experience in the 

Nominee for National Award in CGI 
production field (Suphannahong 
National ManFilm Awards)


Ph.D.Waewpalin Phanphakdi

Chief Strategy Officer

Work experience as a lecturer in Business Economics and Macro Economics modules

Ph.D. with thesis’s title: Triggering Mechanisms for Transitioning Phases along the Cluster Life Cycle: Regional Agri-Food Clusters in Thailand


Lectures visiting students from Universiti Saints Islam Malaysia with the topic “The Challenges of Thailand to be in AEC”


Dr. Anuchit Anuchitanukul

Board Advisor

Former Director of Securities Exchange of Thailand(2018-2019)

Director of various public companies 

Advisor for National Big Data, National e-Payment and other National project related to digital environment

Past 3 years revenue performance


Revenue Growth


Corporate Governance and Compliance with QCA code

Corporate Governance

The Directors acknowledge the importance of high standards of corporate governance and have chosen to comply with the principles set out in the Corporate Governance Code for Small and Mid-Size Quoted Companies, as issued by the QCA (the QCA Code). A summary of how the Company currently complies with the QCA Code is set out below.

Compliance with the QCA Code

Principle 1 – Establish a strategy and business model which promote long-term value for shareholders

     The Company seeks to maximise long-term revenues through building gaming franchises with longevity, and has a significant back catalogue that contributes a large majority of its revenues.


Principle 2 – Seek to understand and meet shareholder needs and expectations

     The Board is committed to an open and ongoing engagement with its shareholders,reviews and discusses the make-up of the Company’s shareholder base at Board meetings. The main methods of communication with shareholders will be the Annual Report , the interim and full-year results announcements, the Annual General Meeting and the Company’s website.


Principle 3 – Take into account wider stakeholder and social responsibilities and their implications for long term success

     The Board recognises that its long-term success will necessitate the maintenance of effective working relationships across a wide range of stakeholders as well as its shareholders; being primarily its employees, customers and the gaming platforms and developers that it partners with as part of the business strategy. 


Principle 4 – Embed effective risk management, considering both opportunities and threats, throughout the organisation

     The Board has overall responsibility for the determination of the Group’s risk management objectives and policies and has also established an Audit Committee.


Principle 5 – Maintain the board as a well-functioning, balanced team led by the chair

     The Board currently comprises five Directors: the Non-Executive Chair, the other Non-Executive Director and three Executive Directors. All of the Non-Executive Directors, Dr. Somkid and Dr. Anuchit are considered by the Board to be independent. The Board meets regularly and there are processes in place to ensure that each Director is at all times provided with such information as is necessary for him or her to discharge their duties.

     The Non-Executive Directors were selected with the objective of increasing the breadth of skills and experience of the Board, and bringing independent judgment to the Board. The Company believes that the make-up of the Board as a whole represents a suitable balance of independence and detailed knowledge of the business so as to ensure that it is able to fulfil its role and responsibilities as effectively as possible.

     All Directors are subject to re-election by shareholders at the Annual General Meeting and any Directors appointed during a financial year must be formally elected at the Annual General Meeting following their appointment.


Principle 6 – Ensure that between them the directors have the necessary up-to-date experience, skills and capabilities

     The Directors believe that the Board has the appropriate balance of diverse skills and experience in order to deliver on its core objectives.


Principle 7 – Evaluate board performance based on clear and relevant objectives, seeking continuous improvement

     The Board will continue to evaluate its performance under the leadership of the Chair, and will also look at more formal systems of evaluation in the near future.


Principle 8 – Promote a corporate culture that is based on ethical values and behaviours

     The Board places significant importance on the promotion of ethical values and good behaviour within the Company and takes ultimate responsibility for ensuring that these are promoted and maintained throughout the organisation and that they guide the Company’s business objectives and strategy.

     The central role that sound ethical values and behaviour plays within the Company is enshrined in the Employee Handbook, which promotes this culture through all aspects of the business, from initial recruitment and hiring to career advancement. The Employee Handbook also sets out the Company’s requirements and policies on such matters as whistleblowing, communication and general conduct of employees.


Principle 9 – Maintain governance structures and processes that are fit for purpose and support good decision-making by the board

     The Board is responsible for the good management of the Company and its principal aim is to enhance the Company’s long-term value for the benefit of shareholders. The Board has adopted a Board Charter and Terms of Reference which set out those matters that are reserved for the Board and which include corporate governance, strategy and management, financial reporting and internal controls.


     It is envisaged that the governance framework described above will be reviewed on an annual basis to ensure that it remains effective and appropriate for the business going forwards.


Principle 10 – Communicate how the company is governed and is performing by maintaining a dialogue with shareholders and other relevant stakeholders

     The principal methods of communication with shareholders are the Annual Report & Accounts, the interim and full-year results announcements, the Annual General Meeting and the website. The website is updated regularly with information regarding the Group’s activities and performance, and users can register to be alerted of new announcements, reports and events, including Annual General Meetings.

     The Company’s reports and presentations and notices of Annual General Meetings will be made available on the website when available.

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