EDITORIAL
KAI ARNDT, Co-Ceo
Dear colleagues,
Montana Aerospace is growing – and that in an environment full of opportunities.
With an order volume of over €7 billion in the aerospace sector, we have created a strong foundation. Our plants are operating at full capacity for the long term – provided that our customers' orders are delivered as planned. The outlook is promising: Around 44,000 new aircraft are to be built worldwide by 2040 – and we are supplying components for almost all relevant programs. This shows that we are at the forefront of the industry.
Our figures also underscore this success: In the first half of 2025, we generated revenue of ~ 430 million euros – a significant increase over the previous year's figure of 409 million euros. This is a clear sign of our competitive strength. At the same time, our team is also growing: many new colleagues have already joined us in 2025 – welcome!
In the Energy division, we are also continuing our growth course: revenue rose from 311 million euros to 357 million euros, an increase of around ~14%. The energy transition, the expansion of our recycling capacities, and our expertise in European e-mobility are providing tailwinds and opening up new perspectives.
Despite this encouraging development, we are consistently pursuing our strategic goals: Montana Aerospace is developing into a focused aerospace supplier with the aim of serving the entire supply chain from a single source. Our one-stop-shop concept is at the heart of this approach.
We are also focusing on three key challenges that need to be overcome.
First:
We need to improve our cash conversion.
Put simply, we need to work on generating more cash from each of our orders.
This requires teamwork & means that we need to:
Shorten lead times
Focus on just-in-time procurement
Reduce obsolete inventory
Improve payment terms
And fully utilize our production capacities
Second:
We focus on successfully implementing large-scale projects.
To tackle large-scale initiatives such as facility expansions or investments in new technologies, we must first strengthen our financial foundation – meaning we must improve cash conversion. Only then can we invest and grow sustainably.
Third:
We must successfully master the ramp-up at all locations.
In the Aerostructures segment, order volumes from Airbus and Boeing are rising steadily. For us, this means ramping up our plants quickly while efficiently expanding our capacity at selected locations.
To make the most of our opportunities and fully leverage our strengths, we need to make a number of adjustments and continue on our path of transformation. Today, we are a global group with various production sites and cross-functional teams. Our focus is on openness, networking, and willingness to change.
Because only together can we successfully advance Montana Aerospace. That means working across departments and locations, breaking down silos, and prioritizing collective success over individual interests.
Thank you for your dedication and trust—and enjoy reading!
Kai Arndt
CO-CEO
