MBF Group The signing of the agreement with Shark Aviation is the first moment when MBF Group S.A.’s strategy ceases to be a mere concept and begins to function as a viable structure for international cooperation. The company has long communicated the direction of building a platform combining expertise from Europe, the United States, Turkey and India. Today, this direction is confirmed by the first signed document and concrete operational arrangements. This is a qualitative change that naturally affects the way the whole project is perceived.
It is important that cooperation is defined broadly – not as a single contract, but as a structure that allows multiple projects to run in parallel. This approach reduces operational risk while increasing growth potential. The company does not depend on one product or one implementation for its future. It builds an environment in which further initiatives can be developed in parallel, mutually reinforcing each other. In turn, everything will be confirmed by communication in accordance with market regulations and laws. At the same time, we are pleased that Shark Aviation is also optimistic about investing in our company.
Unmanned fighter jet as an example of rapid verification
One of the first areas of cooperation is the development of an unmanned fighter jet to serve as a demonstrator of the technological and organizational capabilities of the new structure. In the course of the discussions, the parties agreed on a directional timeframe for the preparation of both the demonstration version and the target configuration of the system. The key point, however, is that this schedule will be the subject of separate, formal arrangements.
In parallel, the Company is monitoring and preparing to participate in initiatives led by the Ministry of Defense in the development and testing of unmanned systems, including the Center for Autonomous Systems (OSA) program, which involves opening the market to innovative solutions from domestic and foreign entities. This program provides an opportunity for technology demonstration and verification in near-operational conditions, which is an important part of the defense deployment process. As work on the unmanned fighter jet progresses, the Company expects to reach formal and technological readiness to report the solution later this April. This will enable participation in the first demonstrations planned for the summer, which, if positively evaluated, could open the way for further discussions and potential implementations.
MBF Group’s management makes it clear that all milestones – from the prototype flight test stage, to testing and improvements, to eventual deployments – will be communicated through ESPI reports. This means that the market will be kept informed of the progress of the work. Each of these milestones could have a significant impact on the Company’s valuation, as it will confirm the transition from the assumptions phase to the implementation phase.
More than cooperation – building a common interest
An important element of the signed agreement is not only operational cooperation, but also openness to the partner’s capital commitment. In practice, this means that the relationship is not based solely on providing services or products, but on building a common economic interest. Such a model of cooperation significantly changes the motivation of both parties. From an industry investor’s point of view, it is crucial to participate in the value that is created over time. In this context, the share issue price ceases to be a simple reference to the current market price, and becomes part of a broader puzzle – including access to projects, impact on their development, and the possibility of further increasing involvement in the future.
The investment model involves the possibility of using various forms of involvement – from cash contributions, to in-kind contributions of technology and know-how, to mixed solutions. In the technology and defense sector, this approach is standard, as the real value is often not in cash, but in competence, solutions and the ability to implement them. From MBF Group’s perspective, this means accelerating growth without having to build everything from scratch. From the partner’s perspective – the opportunity to enter the project at a level that gives real influence and long-term participation in its development. These types of structures are typical of projects that have the ambition to scale internationally.
Warrants as part of investment balance
One more element is worth noting – the potential use of subscription warrants in the future. This mechanism maintains a balance between current exposure and future value growth. An investor who decides to enter at an earlier stage gets the opportunity to increase his stake later, based on the Company’s development.
In practice, this means that the initial investment is not the only point of entry. If the projects develop as envisioned, there is room to further increase involvement – already at a different level of valuation and a different level of risk. It’s a mechanism that naturally favors long-term investors.
It is worth noting that the market usually discounts not the announcements themselves, but the subsequent stages of their implementation. In this case, signing a contract is only the first of many steps. The next ones will include clarifying the terms of the investment, advancing the development of the unmanned fighter jet, possibly launching production, and raising financing (for example, through the aforementioned warrants). Each of these stages represents a distinct factor affecting valuation and potentially generating new investor interest.
Access to capital as a natural next step
With the development of projects also comes the opportunity to raise external capital. Public company status gives MBF Group tools that are not available to most early-stage technology players. They include. About the possibility of holding meetings with investment funds, venture capital or private equity. The key point, however, is that discussions with institutional investors only make sense when projects are tangible and assessable. This is why the pace of work on the first solutions is so important. These will form the basis for further scaling and value building.
Limited number of partners – a conscious choice
MBF Group assumed from the beginning that the cooperation structure would not be open to an unlimited number of entities. Consistency and complementarity of competencies is key. Too many partners could lead to a dispersion of responsibility and slow down decision-making processes. The signing of the first contract means that the selection process has actually begun. More entities that decide to join will enter the structure that is already in place. This naturally changes the dynamics of conversations and can affect the speed at which potential partners make decisions. Talks with other key partners are ongoing and are subject to negotiation of the terms of joining our structure and/or shareholding.
The key for existing shareholders is that the Company is beginning to implement the strategy that was previously communicated. For new investors – that there is an opportunity to enter a project at a stage where its structure is already outlined, but the potential for growth remains significant. Two elements are most important in this type of endeavor: the ability to execute and consistency in action. Signing the first contract does not determine success, but it clearly increases the likelihood of success. This is because it shows that the Company is able to move from declarations to concrete actions.
Summary: The direction has been set
MBF Group is entering a stage where the speed and quality of implementation of its strategy is crucial. The signed agreement lays the foundation for further activities, but at the same time poses specific challenges for the Company. The next few months will show to what extent the cooperation model adopted will translate into real operational and financial results. One thing is certain – the process has been set in motion. And this means that subsequent decisions and next steps will be increasingly important not only for the Company itself, but also for its valuation and market perception.
