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INVESTMENT RISK STATEMENT
Capital at Risk
Investing in Infinitus Aero Pty Ltd involves significant risks. Investors may lose part or all of their invested capital.
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PURPOSE OF THIS DOCUMENT
Michael Monck, in the capacity of director of Infinitus Aero Pty Ltd 48660395433, has decided to seek investment for growth capital and has chosen to use the BizDealRoom.com platform operated by MENTORED BUSINESS SALES SERVICES PTY LTD (ABN 56 630 339 150) as a communication medium to connect with potential investors.
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A MESSAGE FROM THE CEO (CO-FOUNDER)
Dear Investor,
Infinitus Aero exists to solve a practical problem: making professional flight training cheaper, quieter and cleaner, without asking operators to abandon the aircraft and systems they already rely on. What began as a conviction is now a tangible program approaching its defining milestone — first flight — backed by decades of aviation experience and real customer demand.
I founded Infinitus Aero in 2022 with Gus Wrethman and Barrie Rogers to build an electric aircraft designed specifically around the real operational needs of flight training. I bring more than 30 years in aviation and aerospace — spanning aircraft engineering, maintenance, certification, regulation, light sport aircraft sales and commercial development — including service on the Aviation Industry Consultative Council and the General Aviation Advisory Network advising the Federal Transport Minister. I chair Recreational Aviation Australia and sit on the National Emerging Aviation Technology Consultative Committee, and hold a First-Class Honours degree in Economics, an MBA and an AICD qualification.
Today the E22 Spark is no longer a concept: certified airframes, an electric propulsion system, battery packs and the major components for final assembly are in hand ahead of first flight — every dollar deployed with exceptional capital efficiency.
Our Next Milestone: First Flight
The raise is staged around that milestone:
AUD $2.5M — First Flight: Final prototype assembly → Flight testing → Production readiness
AUD $2.0M — Production: Working capital → Initial production → Customer deliveries
This staged approach ties capital directly to measurable technical milestones, charting a clear path from development to commercialisation — building a commercially relevant Australian aerospace company around a clearly defined customer need, in a market we estimate at AUD $6.2–7.7B for trainer aircraft.
First flight is the moment belief becomes proof. Thank you for considering joining us on that journey.
Michael Monck
Co-Founder & Chief Executive Officer, Infinitus Aero Pty Ltd
EXECUTIVE SUMMARY
Infinitus Aero is developing the E22 Spark, an all-electric Light Sport Aircraft designed specifically for professional flight training. With two prototype airframes completed, major first-flight components on hand and letters of intent covering 12 aircraft, we are seeking staged capital to complete first flight and transition into initial production.
2a. EXECUTIVE SUMMARY
Infinitus Aero is an Australian aerospace company developing the E22 Spark, an all-electric Light Sport Aircraft purpose-built for professional flight training — deployed on circuit work and local handling to blend into existing piston fleets, cutting cost, noise and emissions on the missions flown most often.
Progress:
Two prototype airframes complete; all major first-flight components on hand; battery systems complete, propulsion in advanced development. LOIs for 12 aircraft across two flight schools in Australia and New Zealand.
Unit economics:
AUD $455,000 ASP vs AUD $185,000 manufacturing cost — 59.3% gross margin, plus ancillary revenue (maintenance, spares, training, software).
Power-by-the-Hour:
A financing model that has underpinned commercial airline engines for decades — now in general aviation for the first time. Infinitus retains ownership; operators pay a monthly fee plus a usage-linked hourly charge, removing the upfront capital barrier to fleet renewal. A genuine disruptor to how flight schools procure aircraft.
Five-year base case:
380 aircraft (152 outright + 228 PBH) → AUD $180.6m cumulative revenue, AUD $81.2m cumulative EBITDA.
The raise:
AUD $4.5m staged, single priced round — Tranche 1: AUD $2.5m (now); Tranche 2: AUD $2.0m (Year 1). 18% equity, ~AUD $25.0m post-money.
Indicative returns:
11.3× gross MOIC / 69% gross IRR (5-year base case).
HISTORY AND KEY BUSINESS MILESTONES
We established Infinitus Aero in 2022 to bring together aviation engineering, operations, commercial experience and flight-training knowledge around a focused electric-aircraft program. Since then, we have advanced the E22 Spark through engineering, component sourcing and prototype construction to its current position immediately ahead of first flight.
3a. HISTORY AND KEY BUSINESS MILESTONES
Founded in 2022 by Michael Monck, Barrie Rogers and Gus Wrethman, Infinitus Aero set out to improve the sustainability, safety and economics of professional flight training through electric propulsion — deliberately focused on training rather than a broad general-aviation platform, drawing on the founders' combined background in aircraft engineering, aviation regulation, flight-school ownership, airport management, aircraft sales and airline operations.
Progress:
Two E22 Spark prototype airframes are complete. All major first-flight components — airframe, high-energy-density Amprius lithium-silicon battery technology, avionics, propulsion and safety systems — are already secured, reducing exposure to further long-lead procurement. Battery systems are complete; propulsion is in advanced development. The aircraft is certified under ASTM Light Sport Aircraft consensus standards via self-declared compliance, keeping the near-term pathway focused on final assembly, first flight and flight-test validation.
Market validation:
Letters of intent covering 12 aircraft across two flight-training organisations in Australia and New Zealand, providing early evidence of demand ahead of first flight and the foundation for a post-first-flight conversion campaign.
What's next:
An initial AUD $2,500,000 tranche funds final assembly, first flight, systems testing and production readiness — including establishing the Power-by-the-Hour lease program. From there, the five-year plan ramps deliveries toward a sustainable Year-5 combined production rate of approximately 150 aircraft a year (50 outright plus 100 PBH), alongside export channels and recurring Power-by-the-Hour lease revenue.
TYPICAL CUSTOMERS
Our target customers are professional aviation organisations for which aircraft utilisation, operating-cost predictability and fleet reliability directly affect commercial performance. We are initially focused on large academies and mid-sized flight schools, supported over time by government programs, regional operators, distributors and recurring-service customers.
4a. TYPICAL CUSTOMERS
Our primary customers are professional flight-training organisations operating aircraft frequently enough for improvements in operating cost, maintenance exposure and turnaround to have a material commercial impact.
Large flight-training academies are our highest-priority segment. These organisations typically operate fleets of 30 to 150 aircraft or more and can include airline cadet programs and national training academies. Our investor materials estimate approximately 300 to 500 large academies globally. Their fleet size, utilisation and centralised procurement create the potential for meaningful multi-aircraft orders.
Mid-sized professional schools represent our second major segment. These operators typically manage fleets of approximately 10 to 30 aircraft and are often highly sensitive to fuel, maintenance and replacement costs. Our market analysis estimates approximately 1,000 to 1,500 organisations in this segment globally.
Our broader addressable customer base includes military and government pilot-training programs requiring cost-efficient, low-noise primary training aircraft; regional operators and flying clubs; and international distributors or OEM partners capable of representing the E22 Spark in export markets.
Each segment shares several underlying requirements. Cost predictability is important because conventional training fleets are exposed to avgas pricing and scheduled piston-engine maintenance and overhaul cycles. High utilisation is equally important: training organisations generate value by keeping aircraft available for repeated sorties throughout the day.
The E22 Spark is therefore designed around flight-training missions conducted close to the home aerodrome, including circuit work, basic handling, pre-solo and post-solo consolidation and other local exercises. This supports a blended-fleet approach in which the E22 performs high-cycle local work while existing aircraft remain available for longer navigation and advanced requirements.
Noise is another consideration, particularly at metropolitan and community-sensitive aerodromes. Electric propulsion also provides flight schools with a practical way to incorporate lower-emission technology into their fleets.
For customers seeking to avoid a large initial capital commitment, we intend to explore lease and subscription-style commercial arrangements alongside standard aircraft purchases.
After delivery, aircraft operators also become potential recurring-service customers for maintenance, spare parts, training, re-sale support and software or telemetry services, extending the customer relationship beyond the initial sale.
MEET THE TEAM
Our leadership team combines technical, regulatory, commercial and operational aviation experience. Michael Monck, Barrie Rogers and Gus Wrethman bring backgrounds spanning engineering, aircraft maintenance, regulation, flight-school ownership, aircraft sales, airport management, airline operations and offshore aviation — capabilities directly relevant to taking the E22 Spark into production.
5a. MEET THE TEAM
Our leadership team has been assembled around the disciplines required to progress an aircraft program from development through flight validation, production and commercial delivery.
MICHAEL MONCK – CO-FOUNDER AND CHIEF EXECUTIVE OFFICER
Michael brings more than 30 years of aviation experience spanning engineering, regulation and commercial development, including hands-on aircraft maintenance, light sport aircraft sales and market development. His technical foundation was built through direct experience with aircraft structures, maintenance practices, troubleshooting, defect rectification and ongoing airworthiness requirements — giving him a grounded understanding of how aircraft are designed, maintained and operated in real-world conditions.
Michael has also worked at the intersection of engineering, certification and aviation regulation, contributing to industry and government frameworks for emerging aviation technologies. This expertise is particularly relevant to next-generation aircraft development, where new propulsion systems and advanced materials must be integrated within rigorous safety, certification and continuing airworthiness standards.
He has served on key advisory bodies including the Aviation Industry Consultative Council and the General Aviation Advisory Network, advising the Federal Transport Minister, and currently serves as Chair of Recreational Aviation Australia and a member of the National Emerging Aviation Technology Consultative Committee. Michael holds a first-class honours degree in economics from the University of Adelaide, an internationally awarded MBA, and is a graduate of the Australian Institute of Company Directors.
BARRIE ROGERS – CO-FOUNDER AND CHIEF COMMERCIAL OFFICER
Barrie brings extensive aviation, commercial and operational experience to Infinitus Aero, spanning flight training, airport management, aircraft sales, facilities operations and aviation business development. Prior to co-founding Infinitus Aero, Barrie acquired and operated a flight-training school, giving him direct insight into the operational, financial and customer needs of training organisations — the primary target market for the E22 Spark. He also imported Australia's first electric aircraft, which later completed a world record-breaking endurance flight in South Australia, an early demonstration of his commitment to electric aviation and sustainable flight-training innovation.
Barrie's career includes senior roles across regional airport management, facilities management and commercial aviation operations, managing regional airports across Australia with responsibility for facilities, tenant and stakeholder relationships, operational readiness, safety compliance and commercial performance — giving him a strong understanding of the infrastructure, regulatory and customer environments in which flight-training organisations operate. He also established a Robinson Helicopter franchise in the United States, building experience in aircraft sales, customer acquisition, distribution, after-sales support and aviation market development directly relevant to Infinitus Aero's planned sales, dealer and customer-support strategy.
He has served as Director, Board Member and Chair of the South Australian chapter of the Australian Airports Association. His combination of flight-training ownership, airport and facilities management, aircraft sales and commercial aviation experience gives Infinitus Aero practical market insight and strong customer-facing capability as the Company moves toward first flight, customer conversion and production readiness.
GUS WRETHMAN – CO-FOUNDER AND CHIEF OPERATIONS OFFICER
Gus is a highly experienced aviation professional with senior operational leadership experience across the airline, rotary-wing and flight-training industries. As a founder of Infinitus Aero, he applies decades of practical aviation, operational and commercial experience to the development of Australia's next generation of clean-energy aircraft.
Prior to Infinitus Aero, Gus worked as an aviation consultant advising on operational performance, regulatory compliance, safety systems and organisational improvement, and led the operations department for one of Australia's largest flight-training organisations — gaining direct experience in flight-training operations, aircraft procurement, resource planning, customer delivery, commercial coordination and sales support. Earlier in his career, he spent significant time in the offshore helicopter industry with one of the world's largest providers of helicopter services to the offshore oil and gas sector, building extensive senior leadership, contract management and project-management experience across complex, safety-critical operations — including aviation logistics, tooling, materials handling, maintenance support coordination, customer interface and operational readiness in demanding international environments.
Gus has also worked across regional, legacy and low-cost airlines in Australia, bringing broad operational insight into airline customer service, network operations, disruption management and frontline aviation delivery. He has served as an instructor of aviation studies at a leading Australian university and holds a Master of Aviation Management from Swinburne University Melbourne. His combination of operational leadership, offshore rotary-wing experience, flight-training knowledge, aircraft procurement expertise, aviation logistics capability and commercial aviation background gives Infinitus Aero practical execution strength as the Company moves from prototype development toward first flight, production readiness and customer delivery.
SWOT ANALYSIS
Our position combines meaningful technical progress, an experienced aviation leadership team and early commercial interest with the realities of moving from prototype development into flight validation and production. Our opportunities are centred on professional training economics and international expansion, while execution depends on disciplined delivery of first flight, production readiness and customer conversion.
OUR PRODUCTS AND SERVICES
Our core product is the E22 Spark, an all-electric Light Sport Aircraft developed around professional flight-training missions. Aircraft sales form the foundation of our revenue model, supported by planned maintenance, parts, training, software and re-sale services.
Alongside outright sales, we offer Power-by-the-Hour — a flexible commercial structure, new to general aviation, that gives flight schools access to the E22 Spark for a monthly fee plus a usage-linked hourly charge, removing the upfront capital barrier to adoption.
We are also building an in-house electric motor manufacturing capability, supplying our own aircraft and, alongside associated sales and maintenance services, third-party customers as a further product line.
7a. OUR PRODUCTS AND SERVICES
Our principal product is the E22 Spark, an all-electric Light Sport Aircraft purpose-built for professional flight training. The aircraft is designed around the areas of the training syllabus where utilisation is high and missions remain close to the home aerodrome. These include circuit training, basic handling, stall and recovery exercises, forced-landing practice and pre-solo and post-solo consolidation. This mission focus supports our blended-fleet strategy. We do not position the E22 as a universal replacement for existing piston aircraft. Instead, flight schools can use the E22 for high-cycle local training while retaining conventional aircraft for longer navigation and advanced training requirements.
The E22 incorporates Amprius lithium-silicon battery technology. Our current aircraft specification is designed around approximately 1.5 hours of endurance including reserve and an approximately 20-minute charge from 30% to 80%. The intended commercial benefit is rapid turnaround between training sorties and improved suitability for circuit-intensive operations.
Aircraft Economics
Our model average selling price is AUD $455,000. Against a model aircraft manufacturing cost of AUD $185,000, this produces gross profit of AUD $270,000 per aircraft and an aircraft-only gross margin of 59.3%.
Ancillary Revenue
Ancillary revenue is modelled at 10% of aircraft selling price. Planned services include maintenance and repair, spare parts, aircraft re-sale support, pilot and instructor type training, and software or telemetry services. As the installed fleet grows, these services are intended to deepen our relationship with operators while creating revenue beyond the original aircraft sale.
Power-by-the-Hour
Alongside standard aircraft purchase agreements, we offer flight-training organisations a Power-by-the-Hour (PBH) service — a financing model proven at scale in commercial airline engines but not previously available in general aviation. Under PBH, Infinitus retains ownership of the aircraft, and the operator pays a monthly programme fee plus a usage-linked hourly charge, removing the upfront capital barrier to fleet renewal and giving operators a predictable, hours-based cost of operation in place of traditional ownership and maintenance costs.
In-House Motor Manufacturing
We are also building an in-house electric motor manufacturing capability, extending vertical integration across the E22's core propulsion component. In-house motors will supply our own aircraft build from Year 2, with associated sales and maintenance services extended to third-party aircraft manufacturers from Year 3 as a further, capital-light product and revenue line.
Production is planned from a leased Canberra facility. Our base-case model increases outright-sale deliveries from 12 aircraft in Year 1 to 20 in Year 2, 30 in Year 3, 40 in Year 4 and 50 in Year 5, alongside a growing PBH fleet retained by Infinitus. The result is a focused aircraft-and-support proposition built around the operational economics of professional training rather than a broad general-aviation product strategy.
COMPETITOR ANALYSIS
The E22 Spark competes within an emerging electric-training category while also being measured against the piston aircraft already operating in flight-school fleets. We are not seeking to be first to market or the highest-performance platform — our position is a training-specific aircraft built around utilisation, turnaround and fleet economics. See Competitive Position for a side-by-side comparison.
8a. COMPETITOR ANALYSIS
Our competitive landscape includes established electric aircraft, developing electric-training platforms and conventional piston trainers.
Pipistrel Velis Electro
Pipistrel represents the established certified electric-training benchmark and has demonstrated that electric aircraft can operate within real-world flight-training environments. Its current operating profile is suited to comparatively short training sorties, while recharge requirements and endurance can constrain repeated high-frequency utilisation. Our intended differentiation is therefore not simply electric propulsion, but suitability for repeated circuit-intensive professional training — our E22 is designed around approximately 2 hours endurance including reserve and an approximately 20-minute charge from 30% to 80%.
(Indicative – subject to completion of the flight test program)
Bye Aerospace eFlyer 2
Bye Aerospace represents another significant electric-training-aircraft program and has attracted substantial announced customer interest, providing useful category validation for the broader transition toward electric training aircraft. Our approach differs in both price and program focus: an average selling price of AUD $455,000 and a staged, capital-light production model from a leased Canberra facility, concentrating specifically on high-utilisation local and circuit training rather than a broader-performance proposition.
Conventional Piston Trainers
Aircraft such as the Cessna 172 remain the incumbent benchmark for professional training, with established fleets, familiar operating procedures and support networks. We are not asking schools to abandon these aircraft — the E22 complements them by taking on the high-cycle work where fuel, engine wear, maintenance and noise have the greatest economic impact. Our investor model estimates an illustrative fully loaded operating cost of approximately AUD $118 per flight hour for the E22 Spark compared with approximately AUD $299 for a Cessna 172 — an approximately 59% reduction.
Overall Competitive Positioning
We are not positioning ourselves as the first electric trainer to market, nor as the highest-performance electric aircraft platform. Our strategy is centred on professional-training focus, high daily utilisation, turnaround, predictable operating economics, accessible acquisition pricing and a blended-fleet model that works alongside existing piston aircraft. Our Power-by-the-Hour programme and planned in-house motor manufacturing further differentiate our offer, giving operators a lower-capital adoption pathway that none of the platforms above currently provide.
ROADMAP AND GROWTH OPPORTUNITIES
Our roadmap is milestone-driven. The immediate objective is first flight, followed by flight-test validation, production configuration and conversion of customer LOIs. From there, we plan a controlled production ramp across both outright sales and our Power-by-the-Hour fleet, standing up in-house electric motor manufacturing to supply our own aircraft and third-party customers, development of export distribution channels, expansion of recurring services and, over the longer term, development of a follow-on aircraft platform.
9a. ROADMAP AND GROWTH OPPORTUNITIES
Our immediate roadmap begins with the E22 Spark's first flight.
The AUD $2,500,000 Tranche 1 raise is intended to complete final prototype assembly, pre-flight preparation, the first test flight and the start of production. This milestone is important because it moves the E22 from a development-stage program into a demonstrable flight-capable aircraft and triggers the drawdown of Tranche 2 — a further AUD $2,000,000 raised in Year 1, as production ramps, to fund the remaining twelve months of operating runway and working capital.
Following first flight, we intend to undertake flight-test validation covering aircraft handling, endurance, charging performance and suitability for the high-utilisation training missions around which the E22 has been designed. In parallel, we will finalise the production configuration, aircraft specification, delivery schedule and customer-support package — including establishing the Power-by-the-Hour (PBH) programme, our recurring-revenue lease offering that removes the upfront capital barrier to fleet renewal for flight schools.
Our existing letters of intent will then form the starting point for a structured customer-conversion program aimed at moving interested operators toward purchase agreements, production-slot commitments and customer deposits, as well as PBH programme commitments.
The Canberra production facility will be fitted out with the tooling, quality-assurance systems and assembly capability required for initial production, including our planned in-house electric motor manufacturing capability. Rather than investing in a purpose-built factory, we intend to increase capacity within a leased operating model as demand, workforce capability and supply-chain maturity develop.
Our base-case production plan delivers 12 outright-sale aircraft in Year 1, followed by 20, 30, 40 and 50 in Years 2 to 5 respectively, alongside a growing PBH fleet retained by Infinitus that scales from 8 aircraft in Year 1 to 100 in Year 5. In-house motor production begins from Year 2, supplying our own aircraft build before extending to third-party motor sales from Year 3 as a further revenue line. See Five-Year Plan for the combined delivery and financial trajectory.
Geographically, our investor engagement strategy identifies the United States and Europe as Tier 1 international opportunities, including extending the PBH programme internationally in a later phase. Australia remains an important anchor market, alongside selected Middle East academies, with India and Southeast Asia identified as longer-term markets. We intend to support international expansion through authorised dealers and distributors rather than build large proprietary sales operations in every jurisdiction.
Growth will also come from the installed fleet. Maintenance, spare parts, training, software or telemetry services and third-party motor sales provide recurring-revenue opportunities as aircraft deliveries accumulate.
Our longer-term planning extends beyond the E22 Spark. Phase 5, currently positioned around 2030–2031, includes planning for a follow-on aircraft platform that would build upon the engineering, production, regulatory and customer capability established through the E22 program.
USE OF CAPITAL
Our capital plan is structured around clearly defined milestones rather than a single upfront deployment, raised as a single staged priced-equity round. Tranche 1 of AUD $2,500,000 is allocated to final prototype assembly, first flight and the start of production.
Tranche 2 of AUD $2,000,000, drawn in Year 1 as production ramps, combines with anticipated customer deposits to fund working capital and the remaining twelve months of operating runway.
10a. Use of Capital
We are seeking AUD $4,500,000 through two staged tranches, drawn under a single priced-equity round.
Tranche 1 — First Flight & Production Start: AUD $2,500,000
The first tranche is dedicated to completing the E22 Spark's immediate first-flight milestone and establishing production capability. AUD $180,000 is allocated to prototype assembly and test activities. AUD $450,000 is allocated to production setup — tooling, facility fit-out and quality-assurance systems within our leased Canberra facility, including our planned in-house electric motor manufacturing capability. The balance of AUD $1,870,000 is carried forward into Year 1 working capital, ahead of Tranche 2.
Tranche 2 — Production Ramp: AUD $2,000,000
The second tranche is drawn in Year 1, as production ramps across both our outright-sale and Power-by-the-Hour (PBH) channels. Our supporting capital model identifies a twelve-month operating-runway requirement of AUD $3,030,600, covering the team and operating costs required to scale production and deliveries. A working-capital reserve of AUD $1,914,240 is allocated to the first 12 aircraft, providing capital for the initial production cycle.
These requirements are partially offset by the AUD $1,870,000 balance carried forward from Tranche 1 and approximately AUD $1,092,000 of anticipated Year 1 customer deposits. After those offsets, the calculated additional requirement is AUD $1,982,840. We have rounded the recommended Tranche 2 raise to AUD $2,000,000. This produces total staged investor capital of AUD $4,500,000.
The structure deliberately aligns capital deployment with technical and commercial progress. Tranche 1 is concentrated on completing the immediate aircraft milestone and standing up production, PBH and motor manufacturing capability. Tranche 2, drawn in Year 1, supports the ramp in outright and PBH deliveries as demand converts. On the current terms, investors across both tranches collectively receive 18% of Infinitus Aero, with Tranche 2 priced identically to Tranche 1 and differing only in the timing of drawdown. See The Offer for the full returns picture.
11. CONTACT DETAILS, HOW TO INVEST & THANKS
THE INVESTMENT OPPORTUNITY
Infinitus Aero Pty Ltd is seeking AUD $4,500.000 in staged seed capital to complete first flight of the E22 Spark and transition into initial production across both outright sale and Power-by-the-Hour deliveries. The raise is structured in two tranches under a single priced equity round. Full terms and indicative returns are set out under The Offer.
Tranche 1 — First Flight & Production Start
Amount: AUD $2,500,000 | Timing: Immediate | Instrument: Priced equity
Purpose: Final prototype assembly, first-flight preparation, first test flight and the start of production.
Tranche 2 — Production Ramp
Amount: AUD $2,000,000 | Timing: Year 1, as production ramps | Instrument: Priced equity
Purpose: Working capital and twelve months of operating runway as outright-sale and PBH deliveries scale.
Combined Investment Terms
Total staged capital
Combined investor equity on full conversion
Implied pre-money valuation
Implied post-money valuation
HOW TO INVEST & SUBSCRIPTION MECHANICS
Tranche 1 — AUD $2,500,000, First Flight & Production Start
Tranche 1 is priced equity and is allocated to completing the E22 Spark's first-flight milestone and standing up production capability. AUD $180,000 is allocated to prototype assembly and testing, AUD $450,000 to production setup — tooling, facility fit-out and quality-assurance systems within our leased Canberra facility, including our planned in-house electric motor manufacturing capability — with the balance of AUD $1,870,000 carried forward into Year 1 working capital ahead of Tranche 2.
Tranche 2 — AUD $2,000,000, Production Ramp
Tranche 2 is drawn in Year 1, as production ramps across both our outright-sale and Power-by-the-Hour (PBH) channels. The capital funds working capital for the initial production cycle and the remaining twelve months of operating runway required to scale outright and PBH deliveries.
Combined, the two tranches raise AUD $4,500,000 for 18% of equity on the current terms offered, implying a post-money valuation of approximately AUD $25.0 million (pre-money approximately AUD $20.5 million). Both tranches are drawn under the same priced round, differing only in the timing of drawdown, so there is no separate conversion or discount mechanic to account for.
INVESTOR ELIGIBILITY
The combined AUD $4.5 million raise is intended to be offered under the wholesale client, sophisticated investor and professional investor exemptions in Chapter 6D of the Corporations Act 2001 (Cth) (including sections 708(8), 708(10) and 708(11)), such that no formal disclosure document is required. Investor eligibility will be certified before access to detailed financial information or participation in either tranche is granted, and the specific exemption(s) relied upon will be confirmed with legal counsel before the raise opens.
APPLICATION & SUBSCRIPTION PROCESS
Prospective investors will be required to provide appropriate evidence of their eligibility before completing an investment. Eligibility documentation and any required investor certification will form part of the subscription process before funds are accepted.
Step 1 — Initial Enquiry
Prospective investors are invited to contact Infinitus Aero to express interest in participating in Tranche 1 or the subsequent Tranche 2 raise. Initial enquiries may be directed to Michael Monck.
Step 2 — Investor Review
Prospective investors may request access to available supporting information relating to the investment opportunity, including financial, technical and commercial information relevant to the E22 Spark program, the Power-by-the-Hour offering and in-house motor manufacturing. Investors may also arrange discussions with the Infinitus Aero leadership team regarding the aircraft program, first-flight milestone, production plan, financial model and proposed investment structure.
Step 3 — Investor Eligibility & Documentation
The prospective investor provides evidence that they satisfy the applicable wholesale, sophisticated or professional investor requirements under the Corporations Act 2001 (Cth). The investor then reviews and executes the relevant equity subscription and share-issue documentation for the tranche in which they are participating. As both tranches are drawn under the same priced round, the documentation is consistent across Tranche 1 and Tranche 2 participants.
Step 4 — Investment Acceptance
Following completion of investor eligibility checks and execution of the relevant documentation, Infinitus Aero confirms the investor's allocation and provides funding instructions. Investment participation remains subject to acceptance by Infinitus Aero and completion of the applicable legal documentation.
Step 5 — Funding
The investor transfers the agreed subscription amount in Australian Dollars in accordance with the banking instructions provided in the executed investment documentation. Bank account details should be confirmed directly with Infinitus Aero before any funds are transferred.
Step 6 — Issue & Investor Records
Following receipt of cleared funds and completion of the relevant documentation, shares are issued in accordance with the final subscription documentation and agreed investment terms, and the investment is recorded accordingly for both Tranche 1 and Tranche 2 investors.