I would do something slightly different than the GVIC solution, however their idea for removing EBITDA-negative assets is the right approach overall.
I would bundle Airnorth and Eastern as one fixed-wing company, raise capital for it, then spin it off giving then-current $BRS shareholders shares in the IPO.
I would follow the same model for the H225 fleet: raise capital for it, then spin it off giving then-current $BRS shareholders shares in the IPO.
$BRS would then have removed the two cash drains so it can grow its balance sheet, and $BRS shareholders would have shares in three companies: $BRS, Fixed-wing Co., H225 Co.
Managements for Fixed-wing Co. and H225 Co. would chart their own course to profitability.
I would bundle Airnorth and Eastern as one fixed-wing company, raise capital for it, then spin it off giving then-current $BRS shareholders shares in the IPO.
I would follow the same model for the H225 fleet: raise capital for it, then spin it off giving then-current $BRS shareholders shares in the IPO.
$BRS would then have removed the two cash drains so it can grow its balance sheet, and $BRS shareholders would have shares in three companies: $BRS, Fixed-wing Co., H225 Co.
Managements for Fixed-wing Co. and H225 Co. would chart their own course to profitability.
The paradox of iHub: buy high, sell low
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