Anatoli Unitsky answered to topical questions
The World Engineer spoke about the specifics of cooperation with crowdfunding platforms, promotion of targeted projects, features of the uSpace program, plans for 2025 and much more.
1. How much money has each crowdfunding platform raised in recent years? Which funds have been transferred from these platforms and to which companies? How did these companies spend the investors' money?
First of all, I would like to remind you that the crowdfunding platforms, acting as qualified intermediaries between investors and holding companies, operate independently of the Unitsky Group of Companies and the UST Group. The core activity of these platforms is to provide investors with services for acquiring rights to shares in UST technology through a convertible loan agreement. In other words, these organizations enable individuals who wish to acquire shares in the UST Group, of which these platforms themselves are not a part. These crowdfunding platforms (such as Sky World Community or Micron Global, which was called RSW-Systems before its rebranding) operate with their own management and organizational structure, which includes independent companies with their own owners and employees. I am not directly connected with their activities, so I can neither influence nor control them. I can only stop cooperating with them in case of significant violations or abuses.
Such crowdfunding platforms are bound by contractual obligations (as intermediaries, agents, business angels, etc.) to both investors and organizations that are part of the UST Group. Completely different goals of activity and different owners are what makes the key differences between these platforms and the UST Group. The Group creates and commercializes the uST technology. The platforms attract investments. The UST Group is owned by investors. The platforms are supervised by legal entities created especially for this purpose and are not owned by investors, they only provide investors with the relevant services. Just like, for example, the stock exchange allows you to purchase shares of various companies, although it is not part of them.
We, the engineering company Unitsky String Technologies Inc., cannot be responsible for how much money the intermediaries have raised in total over the years of investing. It is also worth considering the fact that the work of the platforms is not a free service.
But at the same time, we guarantee that all 100% of funds received by Unitsky String Technologies Inc., are used for their intended purpose. Today, the UST Group owns the following assets in total (which, accordingly, are also owned by the investors of the Group):
1) the Authorized Capital of 400 billion US dollars paid up out of the intellectual property;
2) the Authorized Capital of 218.9 million Belarusian rubles paid up in cash;
3) fixed assets with a book value of 75.1 million Belarusian rubles;
4) permanent structures (such as buildings, structures) with a total area of 23,600 m2;
5) land plots with a total area of 48.4 hectares.
The market value of a company can only be assessed when such company enters the securities market. Now we can give our assessments based on the assets the company holds. These include the Authorized Capital of Unitsky String Technologies Inc., which today amounts to more than 56 million US dollars (based on the current exchange rate of the Belarusian ruble, which has significantly decreased against the dollar in the course of our activities; in fact, more than 100 million dollars have been contributed to the Authorized Capital over 9 years according to the exchange rates as on the date of making a contribution to the account of Unitsky String Technologies Inc.). It is very important to emphasize that the Authorized Capital was paid up in money, and in foreign currency. It makes a very large sum, more than many Belarusian industrial leaders have. At the same time, we hold other assets. These include cars, cranes, buildings, structures, land, computer and office equipment, and so on. If you add this to the amount of the Authorized Capital, the final amount exceeds 100 million dollars significantly.
Yes, any assets have value, but they are not sold and it is impossible to earn money and receive dividends on them – they are required to achieve completely different purposes. Is it possible to get at least one order for at least one targeted project without these assets: without know-how, intellectual property, engineering personnel, test rail and string overpasses of various types? As well as without our production and without demonstrating the safe, reliable and efficient operation of uST transport and infrastructure complexes, as well as many other things? It’s impossible. But there should be not just one order – there should be dozens, hundreds and thousands of orders! This is the only way to return money to investors and pay them dividends.
Unfortunately, many investors do not fully understand what exactly they are investing in. Let's look into this issue. For example, Elon Musk started producing Tesla electric cars, and his investors understand what they were investing in. If suddenly Elon Musk starts building highways, bridges, gas stations and other elements of the Automobile Transport and Infrastructure complex, he will be rightly accused of misallocation of funds. It happens this way because over more than 100 years of the creation and development of the automobile industry, all of its key elements have long been distributed between government agencies and private companies. Some companies design highways, other companies lay asphalt, others build bridges, others produce cars, others operate and maintain roads, others build gas stations, others build oil refineries, produce gasoline and diesel fuel and so on.
Yes, we can commission a third party to design and manufacture an unmanned electric vehicle on steel wheels, called a uPod. But our uPod is as complex as an airplane when speaking about engineering complexity. Can you imagine how much it will cost, how much time it will take for a third party to manufacture it? More than 100 million dollars and at least five years for each model! Since 2015, we have designed, manufactured and tested 15 fundamentally different uPods. In addition, several models of city, cargo, high-speed, suspended and mounted uPods are in the process of developing and manufacturing. And this is not surprising – after all, for example, in the same global automobile transport industry, tens of thousands of models of cars and trucks, minibuses, buses have been produced. And trillions of dollars have been spent on this in total.
There is another crucial question that must be addressed: how can we effectively manage each stage of the design, manufacturing, and testing process for a revolutionary new form of rolling stock? This innovative mode of transportation is unlike anything currently in existence and cannot be easily categorized as a car, train, or airplane. Only the developers of uST transport and infrastructure complexes truly comprehend the unique nature of this unmanned electric vehicle on steel wheels, designed to travel along a pre-stressed flexible string rail transport overpass.
In an unmanned rail electric vehicle (uPod), much like in an aircraft, there are thousands of components – from bolts and nuts to copper wires and rare earth magnets in motor wheels. Within a uPod, there are tens of kilometers of wires and electric cables that must be meticulously assembled into bundles of specific architecture for each model. Any error in this process could result in a catastrophic accident with human casualties. This is why it is imperative to have electrical bundle architects in the design team as well as there must be highly skilled electricians and assemblers for production.
Let's take, for example, a motor-wheel model, which contains hundreds of meters of specialized wires in the stator coils and numerous rare-earth magnets arranged in a unique configuration within special sockets of a distinct rotor design. It is important to emphasize that each model of uPod has its own motor-wheel, tailored to its specific power, speed, and torque requirements. This intricate electrical equipment is not easily manufactured by every company, as it is required to make a corresponding inverter – a sophisticated control device that must be customized for each individual engine. To meet these demanding requirements, our organization has an electrical engineering laboratory, an electrical engineering design bureau, and a dedicated testing department.
If we talk about the power frame of the uPod, then the requirements for it are as severe as those for the supporting frame of an aircraft. That is, it must be strong, durable and light. For example, the drive and the carriage, even in a tram, are the most important, complex and expensive elements. And the suspension of the steel wheel of the uPod has significant differences from both the automobile and the tram. The unique aerodynamics of our transport differs from the aerodynamics of both the automobile and the airplane. In addition, we have an on-board automated control system for the uPod, an automatic fire extinguishing system, a system for evacuating passengers from a vehicle stopped at a height, and much more. And I would like to note that we have developed all this by our own efforts, without anyone's help. It is impossible to buy such things anywhere, because there is and will be nothing like it on the world market.
Therefore, for rolling stock alone, there should be more than 20 specialized design bureaus, departments and laboratories with highly qualified specialists in specific areas. At the same time, there should be separate teams for urban passenger rolling stock, freight transportation, and high-speed intercity lines.
Take, for example, our anchoring structure, which experiences a horizontal load of about 1,000 tons (the weight of 20 heavy tanks), applied at a height of about 10 m. If any errors are made when designing this structure, it will either break, or fall down on-load, or move along the ground, raising it like a powerful bulldozer. If such cases occur, the designers face prison. And it can make Unitsky String Technologies Inc. a bankrupt, which will wipe out all your investments. That is why we must have foundation design specialists who know the strength properties of not only concrete and reinforcement, but also those of the underlying soil (and there are dozens of its types on the planet).
There are also other elements worth mentioning:
- anchor nodes that experience a concentrated load of 1000 tons;
- a support unit of a supporting tower to which a passage of, for example, a kilometer long and weighing more than 100 tons is attached (suspended);
- pre-tensioned tens, or even hundreds of strong strings and other things.
We should not forget about the strength, static and dynamic calculations for our unique pre-stressed, continuous and statically indeterminate transport overpass. So, only for the string rail overpass there should be more than 10 design bureaus, departments and laboratories with highly qualified specialists is specific areas.
What concerns the transport infrastructure: here we have our own unique turnouts, a unique contact network, our in-house automated control system, special power supply and communications. Stations, terminals, cargo terminals and depots should also be in-house and special, because they are all located above ground, on the second level. This means that we cannot borrow construction technologies from aviation, rail or road transport. Therefore, for the infrastructure alone, there should be at least 10 design bureaus, departments and laboratories. I will mention it once again: if all this work is contracted to a third-party organization, can you imagine what kind of expenses and time costs, what kind of quality will we be talking about then? Billions of dollars and decades? Like in the companies developing the Hyperloop vacuum transport, where billions of dollars were spent over 10 years and nothing functioning was created?
Besides, there are other departments. Including those are not involved in uST transport development. But without them, no company can operate properly. These include the accounting department, the legal department, the supply department, the patent and licensing service, and so on. I’d like to emphasize: if the work of the UST Group is organized improperly and investments are used not for intended purposes, then there can be no talk of any good result or the creation of a high-quality competitive product.
That is why today Unitsky String Technologies Inc. has more than 60 divisions – design bureaus, departments, laboratories, offices, services. When the company gets a large number of targeted projects, the staff of the head engineering company will increase by approximately one employee for each kilometer of annually designed and built uST roads. In this case, when the company achieves 1,000 km of string roads per year, the Unitsky String Technologies Inc. project management (currently of less than 100 specialists) would grow to approximately 1,000 people (otherwise it will be impossible to fulfill orders for string road design and construction due to a shortage of personnel). In the future this division will be transformed into a separate legal entity – the UST Design Institute with branches in different countries of the world. This prospective Design Institute, like UST Inc. itself, will be owned by our investors.
2. Can you name the companies in which investors invested and on which the project implementation depends? Why are previously announced developments (uPods, SW Plant, uTerra, and so on) now held out as independent companies that have no relation to UST Inc.? Are the investors co-owners of these companies in different countries? Or have such companies already become private, independent projects?
In order to implement the uST technology and protect the interests of investors, receive dividends from the practical implementation of targeted projects on all continents and in all countries of the world, the UST Group was established within the framework of the Unitsky Group of Companies. This is a system of research, engineering, design, construction, production, holding and marketing organizations activities of which are related to the development, design, testing and operation of uST transport and infrastructure complexes made as an overpass. Thus, the UST Group is the developer and owner of the uST technology – know-how, patents, design, research and other documentation as well as assets, both intangible and tangible: intellectual property, land, buildings, structures, etc. All this is essential at the first stages of development to work out implement test projects on test sites, and then – to implement targeted projects around the world.
Projects are implemented in different countries, with different legislation, with different participants (such as government organizations, investment banks, private investors, etc.) and completely different financing schemes. In this case, paying dividends is not an easy task. Therefore, after our targeted projects are launched, it will be necessary to reorganize the UST Group – in the interests of all investors, and not, for example, in the interests of only the founder of the group of companies or large investors – into such an organizational and legal structure that will ensure guaranteed payment of dividends. Moreover, it will ensure dividend payment whatever the country of the project implementation and the country of the investor’s citizenship, while minimizing tax and other financial losses. It is crucial to consider the geopolitical landscape that may evolve over time.
It is important to understand that the organizations that I include in the UST Group are affiliated not as legal entities, but on the ground of common goals and objectives to achieve and implement which they were created and which are outlined in their charters. That is, the UST Group includes only those companies which are established by investors who have specifically invested in string transport technology. The engineering center is Unitsky String Technologies Inc. (UST Inc.). The Group also includes SW Plant in Belarus, uSky Transport, uScovery in the UAE, and several marketing offices in the USA, Russia, and Indonesia.
I would like to emphasize: I am no less interested in the implementation of targeted projects, the rapid entry of uST technology into the market than other investors. This is little-known information (I rarely mention it), but I am the largest investor in the UST Group. I have contributed (for no consideration) my uST technology intellectual property, developed over 40 years of scientific, inventive, and entrepreneurial endeavors, to the Group. By the way, independent experts estimated it at 400 billion dollars.
When the UST Group was established, I was not just an engineer-inventor without a name or funds. Prior to that, I had been actively engaged in commercial and scientific-technical endeavors for several decades. This included receiving grants (such as two grants from the UN), and payments for numerous inventions that were implemented in the USSR. Additionally, I had successful businesses, such as the creation of “Star World”, which was the Center for Scientific and Technical Creativity of Youth, in 1989 in Gomel (the former Belaruskaya SSR, now the Republic of Belarus), where I earned my first 3 million US dollars by implementing innovative technologies in the national economy of the USSR.
In 2013-2014, I personally funded the international evaluation of the intellectual property of the UST technology. At that time, I created the UST Group in several jurisdictions (and opened bank accounts and offices in different countries). In addition, I hired management, to whom I paid salaries. I also financed these companies from my accounts. That is, starting in 2014, I have invested a total of more than $10 million of my personal funds in the uST technology.
So, I would like to especially emphasize that the UST Group should not be mistaken for the Unitsky Group of Companies. I will repeat it once again: the UST Group, focused solely on the implementation and commercialization of the UST technology, is a part of the Unitsky Group of Companies. As one of the leaders, largest investors, and the creator of the UST technology, I am deeply committed to the success of this project. While this is my primary focus in the public eye, it is not my only project, causing some confusion in understanding the scope of my work.
I got involved in business back in 1988, after leaving my position as the head of the Patent and Licensing Service at the Institute of Mechanics of Metal-Polymer Systems. At that time, over 20 of my innovations were successfully integrated into the national economy of the USSR, resulting in a significant economic impact exceeding 100 million Soviet rubles. As the author of the inventions, I was entitled to a good reward. And that was an amount of up to 2% of the economic benefit. Since then, I have established a variety of business entities in more than 10 jurisdictions (ranging from non-rocket space exploration to organic farming): research, construction, manufacturing, agriculture, and trade ones. Some of these businesses are still operational today, generating profit to me as the founder. These companies are also part of the Unitsky Group of Companies. The majority of them were founded without any outside investments, they were funded by me, an engineer, scientist, and businessman Anatoli Unitsky. Therefore, it is obvious that investors who invested in the development of the uST technology are not involved in these areas of my business activity. I’d like to repeat: investors own only a part of the Unitsky Group of Companies which is the UST Group.
Explaining a little further, I would like to make it clear that “uPod” is an incorrect name for the UNIMO electric vehicle. The uPod is an unmanned electric vehicle on steel wheels that moves along a pre-stressed string rail overpass and is part of the uST transport and infrastructure complex, developed by UST Inc.
UNIMO, an engineering company, is not legally bound to Unitsky String Technologies Inc. in any way, and no funds of string transport investors were used to found it. UNIMO operates based on the concept of “production as a service”, providing design and production services to other enterprises. The company's main development is a compact city electric car for people with disabilities. I am acting in the UNIMO project only as an outside expert, since its product is consistent with my ideas and life values.
Crowdinvesting platforms are used to invite investments in the development of string technologies. The 15 Stages of Technology Development explicitly outlines that funds are raised specifically for the string transport project. Notably, uTerra is not mentioned there, as external investors interested solely in this project are attracted to develop it.
Turning our attention to the SW Plant production complex, it is worth noting that this company was indeed established through investments and now the investors are its owners, it’s 100% ownership. However, third-party orders that this enterprise fulfills for a fee are not owned by the investors. This was the case, for example, with the UNIMO electric car, to make which no investments in string transport were used. But since the UNIMO electric car was partly made at the facilities of a third-party legal entity, namely, SW Plant, the production complex received payment for all the work performed.
A similar situation occurred when SW Plant manufactured parts for the Kama vehicle (the contractor was Universal Mobility LLC) designed by KAMAZ and the St. Petersburg Polytechnic University. Here again, the enterprise was paid for a third-party order. But this does not mean that the investors are the owners of this vehicle. The investors' achievement here is that, thanks to their money, a strong, professional team was formed, capable of fulfilling such complex production orders.
Let me explain more about SW Plant. It is a legal entity which we separated from Unitsky String Technologies Inc. to ensure that the enterprise could not only rely on investors for sustenance, but also generate revenue through external orders. Additionally, this separation allowed for the accumulation of valuable experience that would prove beneficial for future string transport projects. In hindsight, it is evident that this decision was both wise and forward-thinking, as it enabled the enterprise to both enhance its professional expertise and pay off the investments.
As for uTerra, Unitsky String Technologies Inc. was indeed involved in this project when it was necessary to make the appropriate equipment. But again, to get this service the customer (a third-party agricultural enterprise) entered into an agreement and paid for all the work performed.
I would like to clarify the point about Unitsky Farm Enterprise. In addition to my role as the General Designer of UST Inc., the visionary behind string transport, I am also a farmer - however, at weekends only. I have a personal connection to farming, stemming from my childhood experiences in the village of Kryuki. When we embarked on the construction of EcoTechnoPark on a former tank testing ground leased out from the state, I noticed an adjacent plot of land that was vacant and degraded. I decided to use it for testing various biosphere technologies, including uTerra, a project that I have been developing since the 1970s.
I would like to make it clear that Unitsky Farm Enterprise was not funded using investments intended for string transport. The farm got the land from the state for lifelong inheritable ownership. It was established through bank loans, credits, leases, and some of my personal savings from my personal business having nothing to do with string transport (I have already mentioned it above). Leasing played a crucial role in the farm's development. Initially the Unitsky Farm Enterprise paid only a small part of the amount for the tractors and other agricultural equipment, and later, as income increased, the outstanding amount was paid out over several years. By the way, many loans, credits and leases (several million dollars in total) have not been repaid to this day - it is obvious that the investors are not involved in this project at all.
Of course, many people do not understand why the peasant farm was built and what its role is in the development of the string transport project. First of all, I use part of the money earned on the Unitsky Farm Enterprise to develop string technologies. Our earnings from the farm, bolstered in part thank to uTerra. Now on the land damaged during war conflicts we get impressive harvests that surprise many.
Secondly, the Unitsky Farm Enterprise plays yet one more important role, which few people think about. It’s mainstreaming of string technologies. Just imagine: people come there to relax and see transport flying above the ground. Questions immediately arise: “What kind of innovation is this? Who built it?” This is where we step in to shed light on UST Inc., our endeavors, and the tangible results that people see with their own eyes. Subsequently, they snap photos, record videos, and spread the word, effectively raising awareness about the groundbreaking technologies near the recreation area and that it is worth coming to get a look at them. Can you imagine how many people learned about string transport this way?
The location is a hot spot for officials and entrepreneurs not only from Belarus, but also from other countries, including Russia, Sweden, India, China, the UAE, Vietnam, Australia, Kazakhstan, Germany, and so on. During their stay, they witness the technology firsthand, ask questions and have already reached out to Unitsky String Technologies Inc. for potential collaborations. For example, we recently presented a project in Russia thanks to the fact that one of the governors of the subjects of the Russian Federation learned about us here, during his vacation at the Unitsky Farm Enterprise. And such examples are plentiful.
And, thirdly, I would like to draw some attention to the fact that the technologies implemented on the territory of the Unitsky Farm Enterprise are part of the EcoSpace project and its space vector – uSpace. In fact, we have built a linear city cluster here – eco-houses with gardens on the roofs, subtropical trees and plants inside that bear fruit even in winter. And of course, on the territory of the Farm Enterprise we are testing technologies for people to live in EcoCosmoHouses and create closed ecosystems of the biosphere type in space.
3. If crowdfunding platforms are so interested in the earliest practical implementation of the technology, why don't they reconsider the distribution of incoming investments in favor of UST Inc.? Why can't this issue be put to a vote?
As far as I understand, you are asking about the financing of our second project – uTerra. Here I must first explain to our investors the initial principles of its financing.
The production of uTerra's granular biohumus and uTerra liquid fertility elixir is currently being handled by a separate company with its own team of specialists, established in Ras Al Khaimah (United Arab Emirates) – uTerra Middle East Agro Industries LLC. This is a plant, a targeted project, which under a special license holds the know-how and rights to produce 10,000 tons of product per year and only in the territory of Emirates.
It is necessary to emphasize that it is I, Anatoli Unitsky, who is the author and owner of the technology for producing uTerra soil elixir and biohumus. I began to develop this technology back in the mid-1970s, when I invented a general planetary transport vehicle and an orbital EcoCosmoHouse for comfortable living for thousands of people serving the space industry. Then, in 1991, I became a farmer in the Gomel region of Belarus, in the city of Mozyr, and in 2017 – a farmer in the Minsk region, in the city of Maryina Gorka.
So, for 32 years now I have not only been the general designer of string technologies, but also a farmer, who has about 1000 hectares of land. I became a farmer for a very simple reason – to support my research with practical experiments, not on paper, but in practice, to show how my agrobiotechnologies, which include the uTerra biohumus technology, work. Thanks to these technologies and the practical use of the biohumus I have been working on for several decades at my own expense, in just a few years the dead, wasted land of the former tank testing ground, soaked in gunpowder and diesel fuel, has again become highly fertile.
Today, by using uTerra biohumus in the fields of Unitsky Farm Enterprise, the owner and investor of which, as the name suggests, is the farmer Unitsky, we produce harvests that are the envy of the surrounding agricultural enterprises. And this is a practical evidence of the high efficiency of our uTerra fertility elixir. It is fully ready for sale, and I understand the market for this biosphere product.
At the stage of developing the methodology for industrial production of the uTerra product, Unitsky String Technologies Inc. specialists were contracted at my direction and expense. I’d like to repeat once again: UST Inc. was engaged not to create the uTerra technology, but to scale up the application of the ready-made technology. And this is where the involvement of UST Inc., the engineering company, in the project ended.
To build a plant to produce uTerra fertility elixir and biohumus, uTerra Middle East Agro Industries LLC was founded in 2023 and I gave it the rights to build a uTerra production plant with a capacity of 10,000 tons per year in the UAE.
Authorized crowdfunding platform Sky World Community acts here as a general partner-agent and is only engaged in arranging fund raising for the creation of the plant for the production of uTerra fertility elixir in the UAE. Investors who supported this project and invested money in it were offered not a share in the technology (it has long been developed and does not need any further development), but a share in the profit that this plant will receive annually from selling uTerra. This project is very attractive to investors, since the payback period is less than two years.
With my detailed answer, I would like to emphasize once again that biohumus is funded from completely different sources, in no way connected with the string technologies funding. This is a stand-alone project, so investors supporting string transport should not worry about it being underfunded.
The uTerra plant construction was funded primarily by those potential investors who have not yet decided to invest in string technologies for one reason or another, but invested in the uTerra production plant.
4. Why do the company executives and crowdfunding platforms not hold direct Q&A with ordinary investors, but meet only with selected investors, those who can pay for such meetings?
I cannot agree with you here. We constantly keep our investors informed of all the latest relevant company news on the official Unitsky String Technologies Inc. website and on social media. My team and I make a concerted effort to address investor inquiries through video updates and other means of communication.
Though it is true that there was more communication with investors at the initial stages of the string transport project: I was constantly on air and directly contacting investors. I understand that many of you got used to such format of communication and are waiting for it now.
But it should be remembered that the current focus of Unitsky String Technologies Inc. is on the practical implementation of this string technology and the launch of the first commercial projects. And now our top priority is to bring them to a logical conclusion. Therefore, as an engineer, the author of the string transport project, the general designer of Unitsky String Technologies Inc. and a person who has assumed obligations to implement our projects to thousands of investors, my schedule is incredibly demanding, with work extending into holidays and weekends. Every hour of my work is very important. After all, I not only develop project solutions, improve the uST technology, but also hold a big number of meetings with potential customers in different countries and even on different continents.
Of course, thanks to your support, I have set up a scientific and engineering school in Minsk, which has about 1,000 professionals. However, it is me, who still develop all the key technical and technological solutions, and the outset of the implementation of our commercial projects requires my constant attention. I believe you will agree that, after all, we do not need words, we need actions and results, which we all are waiting for.
Therefore, I am not able even physically to meet with each investor and answer their questions, and it takes a lot of time to prepare for regular broadcasts. I’d rather spend this time on working on the uST technology or discussing technical issues of commercial projects with our customers. In this regard, I delegate most of the information communication to a team of professionals who are now next to me. They interact with you, the investors of our project, go on air answering your questions and broadcast the company's position on certain points.
5. Will a dedicated strong division be established to facilitate collaboration on upcoming targeted projects? I am currently working on developing such a division in my city, but it’s quite a challenge to get timely responses from the company to requests for further action and such delays hinder any progress. So, it turns out that, on the one hand, I wait for months for the company to give me some information that should be shared with some interested parties, and on the other hand, I also wait for information from other structures for further study in the company. And at the same time, I am also engaged in other activities to develop and promote the project. But the company’s failure to give timely responses has dampened my motivation. I understand that currently the company has a lot of requests and orders, but it should not forget about potential targeted projects that are at the early stages yet. At least a written algorithm of actions and approvals can help. At most, a special division that will promptly respond to requests from company's partners in the regions and countries. It will facilitate coordinating the promotion and development of the project in each specific case.
Such a division has already been set up: it is the commercial department in our parent engineering company Unitsky String Technologies Inc. in Belarus. We also have marketing companies in the UAE, USA, Russia and Indonesia with local specialists hired there who know the specifics of the market and the intricacies of project promotion in these countries. Here I would like to emphasize: we have a highly skilled team of professionals who are specifically “tailored” to handle upcoming projects. They possess the expertise needed to effectively carry out this work, including the ability to prioritize potential targeted projects.
I am grateful for the interest and support shown towards our technology. However, regrettably, we have encountered instances where the enthusiasm displayed by investors in promoting projects has led to negative outcomes. Attempts to directly engage with clients have often (in 99% of cases) resulted in disastrous consequences, tarnishing the reputation of our company and the uST technology in the eyes of potential customers. And left no chance for our professional marketing team for further negotiations.
It is true that good intentions can sometimes lead to unfavorable outcomes. There was a particular incident where one of our misguided supporters misrepresented our technology in a European capital, spreading false information about a project that was far from reality, in particular, that uPods would fly over the city in a tube at a speed of 500 km/h. Understandably, this claim was met with skepticism and was rightfully dismissed as absurd. As a result, a huge article was published in the local newspaper, besmirching the reputation of our company and me personally, because of the supposedly completely absurd ideas we proposed. As a result, the actions of these individuals, who were not well-versed in our technology, have irreparably damaged our reputation in that country, making it unfeasible for us to continue working on targeted projects there. For example, it took 10 years in Russia and Belarus, and 7 years in India and Indonesia, to improve similar negative image unintentionally created by such initiators-investors.
Therefore, I kindly ask: if any of our investors have access to important government or business structures that can help us in implementing targeted projects, please share all important contacts to official representatives of our company. Our expert marketing team will then proceed to take necessary action.
6. Anatoli Eduardovich, are there any agreements in place on the space program with the countries where the construction of an overpass for GPV? Additionally, what progress has been achieved in this area?
I have consistently emphasized the international scope of all my projects and technologies. For instance, the EcoSpace program is dedicated to preserving the planet's biosphere. This initiative involves relocating harmful industries to near space and transitioning to environmentally friendly technologies on Earth in the realms of transportation, agriculture, energy, and urban planning. The space component of the uSpace program involves the development of a General Planetary Vehicle, with a landing pad encircling the entire planet along the equator. It is impossible to implement such a project by single efforts – be it one company, organization or one country. Here, cooperation of many states is required, primarily those that are located at the equator or in close proximity to it.
Of course, given the current complicated geopolitical situation, it is difficult to talk about the unity of countries and peoples to implement such a global project. But this does not mean that we should give up and not take any steps towards cooperation.
Our cooperation with BRICS is one of such steps. It is in the territory of the BRICS countries that our main projects are currently located.
Quite recently, at the end of August, I had participated in the VI International Municipal Forum of the BRICS Countries – 2024 in Moscow, alongside with representatives from the Unitsky Group of Companies and the UST Group. This year, the forum saw delegations from 126 countries and over 5,000 participants from 500 cities worldwide. We showcased our technologies with pride, aiming to spark further collaboration and advance my string transport and biotechnology projects within the BRICS countries. Thus, at the VII Global Conference on Near Space Industrialization, held in September, we signed a joint declaration with the BRICS Plus Business Communications Support Fund.
I would also like to highlight that several years ago we signed a declaration of cooperation with the UNIDO Centre for International Industrial Cooperation in the Russian Federation, which is a specialized agency of the United Nations, as well as an agreement of intent with the St. Petersburg Scientific Public Organization “Arctic Public Academy of Sciences”, which were partners of our event this year.
I am confident that such cooperation agreements open up new opportunities for promoting the EcoSpace program and its space vector – the uSpace.
7. Is there a designated successor to carry forward your ideas, plans, and projects related to the space program, such as GPV, SpaceWay and so on?
First of all, it is important to mention that a rebranding effort has taken place, resulting in the renaming of the SpaceWay program to uSpace. The uSpace initiative is now part of the overarching EcoSpace program, which includes not only space exploration but also biotechnology in various sectors including transportation, infrastructure, agriculture, and energy – string transport, pedestrian linear cities, biohumus and relic solar bioelectric power plants.
When speaking about the continuation of my work, I primarily mean the engineering, design, project management, scientific, and production expertise developed within the Unitsky schools which today number more than 1,000 specialists and rank among the strongest schools in the respective fields in Belarus. This highly skilled team is primarily focused on implementing the string transport project, which originated from the concept of a General Planetary Vehicle. As we move forward with the GPV project, the knowledge and experience gained by these schools in string transport projects will be invaluable.
At the annual conference on space industrialization, which this year was held for the seventh time under a new name – the VII Global Conference on Near Space Industrialization, my team presented the results of our scientific research and scientific-practical studies that will be used to implement the uSpace program. The work of our specialists concerns both the organization of large-scale cargo and passenger flows along the Earth – Near space – Earth route using a non-rocket General Planetary Vehicle, and the technologies necessary to build space settlements, industries and human life in orbit. The scientific works presented by my team over all the years of the conferences are available in the conference proceedings posted on my personal website.
8. When will uCont come to Sharjah? uCont was expected in Sharjah after Karat. It was supposed to be launched in Belarus. How are things going with the practical implementation of this model?
First of all, we focus on customer requests and the ongoing projects in the Russian Federation, Belarus, UAE, South Asia, Africa, Europe and other regions of our planet. Therefore, at the moment, the more popular passenger route is the company's priority.
We have not forgotten about the uCont which is currently being modernized in Belarus. But the project itself will be implemented later, since we are committed to the rational use of our investors' funds: cargo systems are the most material-intensive, and therefore require significant financial costs. Logistics research for construction also requires additional large investments.
uCont is designed for transporting containers, and this is a specialized area of logistics. For example, different versions of uCont have been developed for ports, including suspended and mounted options. The decision to prioritize the suspended version was conditioned by its simplicity and cost-effectiveness.
But it is one thing to assume something, and it is quite a different thing to work with customers operating ports. And when we proceeded to specific targeted projects, the customer understood that suspended (not mounted, as now) container transportation would require significant changes to the port's logistics infrastructure, including the development of specialized machines and cranes. This would result in substantial additional costs, and, of course, no one wants this. During the course of our work, we discovered that the mounted uCont is actually in higher demand as it does not require any restructuring of the port's logistics.
As a result, our primary objective became the development of a mounted vehicle that offers a more cost-effective solution without changing port logistics and infrastructure. Currently, we are diligently working on the creation of a mounted uCont at an accelerated pace. Although we have no specific route for this vehicle, we intend to build it within the next year or two provided there is adequate funding. We also plan to resume work on the second line in Sharjah, which was halted as I saw that the logistics market is more intricate than I initially thought and should be analyzed further.
We will build the necessary line and deliver the necessary machine. And we will settle all the concerns of our customers, who, by the way, are extremely interested in us: they see that we are creating the necessary equipment properly. But again, this requires investments.
And what we did, our first suspended uCont, it was, first of all, for the purpose of demonstration and mainstreaming of our technology, but our focus now is on producing tangible products that cater to market demands rather than on demonstration. Suspended uConts will still be produced and sold on the market, but a bit later. The solutions that we already have will be used and updated to meet customer needs and industry trends.
9. Since November 20, the outdated SWG token (which was never functional) has been replaced with a new token, SWGT or can be exchanged for shares in UST Inc. Is there an agreement with the developers of this token in place, and if so, what are the terms of this agreement? They claim that in 2027 the blockchain will be integrated into the uST infrastructure thought the latter has not even been built yet.
UST Inc. is primarily an engineering company and does not partake in investment activities or hold any tokens. SWG Global is responsible for implementing blockchain solutions and cryptocurrency payments within UST Transport and Infrastructure Complexes Ltd., the developer of the utility token SWGT. This is a third-party entity with which we have entered into a cooperation agreement. The project is being developed independently; even I, for example, act only as a consultant. Neither I nor my employees have any competence in developing tokens. It is important to note that this project is not funded by our investors.
Our cooperation is aimed at increasing the transparency and speed of transactions in transport systems, which will increase operational efficiency. Of course, it is not that easy to implement this idea. In case of success, this will enable us to combine our automated control system with digital currency, integrate blockchain into our transportation payment system, and facilitate customer payments through the SWGT token. That is, such a digital currency can be used in our projects that will be implemented around the world within the EcoSpace program, starting from transport, linear cities and even extending to our space initiatives.
I’d also like to address one more question that we are often asked: on any issues regarding the exchange of the existing token for shares, please, contact the team that works on the digital currency, and not the engineering company Unitsky String Technologies Inc., which has no rights or competence to deal with this issue.
10. Anatoli Eduardovich, how can we promote and mainstream the uST technology in an efficient way at the moment? So that it is as seamless and useful for the company development as possible. Perhaps the UST Inc. marketing department may provide valuable insights and guidance to assist us in this regard.
Thank you for your interest in the development of uST technology. Our marketing team is always grateful when you subscribe to the company's official social networks, share videos and news from the official website with your friends and acquaintances, tell others about our technology.
However, as I have already said above, quite often it happens that some investors tend to take matters into their own hands by engaging in negotiations with authorities or businesses independently, believing they can contribute to the implementation of targeted projects. But I can say based on our extensive experience, this approach rarely yields positive outcomes and often results in negative situations that close all doors for further promotion of the uST technology.
Therefore, we kindly request that if you have any valuable contacts or see potential opportunities in your region, please share them with us. We have a dedicated team of professionals who specialize in this area.
11. What should investors expect in 2025? Thank you.
Despite the challenges we have faced globally, Unitsky String Technologies Inc. and the entire Unitsky International Group of Companies have continued to efficiently develop and achieve significant results. I am confident in our success not only in 2025 but also in the years to come.
We have successfully completed the certification of the Karat transport and infrastructure complex in the United Arab Emirates with its subsequent commissioning. We launched passenger transportation using the uLite transport and infrastructure complex in the Republic of Belarus.
Provided there is adequate funding, the following stages are planned to be completed at the EcoTechnoPark in Maryina Gorka: to construct two new uST transport and infrastructure complexes, namely the one will have a semi-flexible heavy-duty and long-span suspended overpass of a new (in higher demand) type, and the other will have a rigid heavy-duty overpass designed to transport sea containers by a heavy-duty mounted uPod.
Furthermore, there are plans to secure several new contracts for the design of targeted uST complexes, have expert examination of the design documentation completed, and commence construction of the above-mentioned transport and infrastructure complexes. Expansion into new regions is also on the agenda, with a focus on increasing the number of machinery equipment at our production facilities in the future.
An important stage in next year's plans involves finalizing an agreement for the allocation of a site in the USA to build a high-speed transport and infrastructure hub. This uST hub will have a length of approximately 25 km, enabling the testing of uPods at speeds of up to 500 km/h and beyond (potentially up to 600 km/h in the future) as well as creating the necessary logistics and other “second-level” infrastructure, which is part of the hub – not only high-speed intercity, but also urban and freight infrastructure. In addition, it is planned to carry out research and development of a high-speed transport complex with large-capacity uPods, a hyper-speed complex and a warehouse automation system for sea ports.
In the upcoming year, Unitsky String Technologies Inc. will continue to showcase its cutting-edge uST technology on a global scale at various international exhibitions and venues. Our plans include participation in 10 major events.
Unitsky String Technologies Inc. shows positive financial results: the company has broken even, so the plans for next year include attaining profitability through targeted projects and creating a legal and financial infrastructure for paying remuneration to investors in the uST technology. By the way, targeted projects are planned to include the urban and cargo uST complexes, which will be part of the high-speed hub built in the USA through local investments.
It's important to stress that that we are operating in dozens of countries, including Russia, India, the UAE, Indonesia, Belarus and other countries on all continents of the planet (except Antarctica). But we cannot talk openly about our projects, because this could cause the spread of misinformation by ill-wishers and competitors, which could impede our progress. Our work is ongoing, though discreetly, as we believe that success thrives in silence. As the saying goes, “Money loves silence”, and in my experience, innovations love silence even more.
My team and I are committed to seeing our projects through to completion. You can be sure of that. I made a promise and I will keep it.