SIRITH.space

Stranded.

We have not stepped beyond that “one small step for a man”. The physical world is not developing.

I build rocket motors. For 5 years I’ve built rockets, and every year I’ve had launches delayed by months and years through failing to get motors. So I’m fixing the problem.

I break Wright’s Law through automated manufacture. We’re using automated engineering and manufacture to allow rapid delivery of custom motors to any customer that wants to launch within 2 weeks.

Because you deserve to fly.

The problem.

Motor manufacturing has failed to develop. The motors for today’s missiles are made by the same process as the motors for the very first air to air missiles. Moulds are manufactured for months – then motors are cast and left to cure for weeks before being ready for integration and use.

This means the prices for these motors haven’t reduced. From 1952 – 2026 (inflation adjusted) the price has increased per Ns of impulse between the first motors for the sidewinder and the current motors.

But not only is the speed of manufacture snail-paced. Development costs for motors to get to the manufacture point cost in the millions of dollars.

We can’t get motors because nobody wants to go after the small-size motor orders – development costs, tooling costs and time spent setting up factory lines mean no company wants to provide flexibility. Innovation is crippled and the cost of development is driven ever higher.

And the industry moves inexorably closer to demise. Recent companies like Cambridge Aerospace and Anduril deliver missiles cheaply and at scale but lack the flexibility to develop the next generation of missiles, orbital boosters and hypersonic vehicles. Their thesis ensures their future failure unless development is facilitated externally.

Dozens of companies compete to make thousands of production motors. None compete for single orders.

These runs of just a few motors (from amateur rocketeers to test motors to Space Shuttle boosters) make up $2.97 billion annually in the current market.

And this is a market designed and operated to suppress these small motors, meaning Jevon’s paradox will have a massive effect on this market.

The insight.

To truly iterate, we must fail fast.

To fail fast, what matters isn’t the time to manufacture. It’s the time for the entire process – from design to delivery.

We don’t just need to make motors faster. We need to automate the process from the thrust profile to the doorbell, not just print the motor. The insight we have from our background in amateur rocketry – from designing different motors ourselves through the entire process to flight – has given us unique insight on how to customise motors across different 3-dimensional geometries. And it’s been equally invaluable in allowing us to deliver a scalable solution: something that can turn on and off, something that can adapt to whatever needs need to be met.

The solution.

Motors are burning explosives in tubes.

The principles defining their operation are quantified through physics. There’s already data available, and each motor can be defined through a limited number of variables.

This is the simple motor manufacture of the present: the type that can simply be copied every time a country ceases to care about patents. The type that has been copied by Avio as a secondary output when they aren’t making Vega rockets – the kind that has been manufactured by RAFAEL, by Tata Industries, by Brahmos.

We are different. We automatically generate a motor geometry from the customers motor size constraints and thrust profile – giving the customer unmatched ability to request whatever they want, 24 hours a day. This technology requires not only the physics, but an understanding far beyond ramming explosives in a tube. This provides significantly better performance and customisability to the requirements of the customer.

As we manufacture, we build motors through our proprietary technology of low-temperature print-casting, creating a mould at the same time as we print a single curing motor block through additive manufacturing.

We escape high-cost additives – but still deliver a system that has infinitely variable shaping, no tooling costs and no build delay time. That means you get your completely custom motor within days, not months.

These operate in a symbiotic relationship, cycling through trial and repeat, through improvement and firings – all to deliver motors that are needed at a fraction of the cost, where and when they are needed. Every motor we make improves our motor creation algorithms. Every motor we make means our motors continue to increase the potential energy density and deliver closer to what the consumer wants.

And once we dominate this market, the moat is immense. We have the data used to develop this system. We are delivering in days, and so we’ve reduced the loop to such a point as there is no longer an insertion point.

Government legislation – supply inertia – trust based relationships – completed demand – all of these make development impossible and defence primes unwilling to switch motor suppliers.

If the coffin to bury you enemies must be lead-lined too, Jevon’s paradox plays deeply to our favour. There will be more motor iterations and reduced large orders, leading to competitors being unable to compete unless the develop both a better design loop and a better manufacturing loop. The moat is now (moat)².

Today is the moment to breach the industry. And the breach is achievable because of major wars, reversion to a USA-China cold war, and backlog times that run into the years. We aren’t letting these backlogs ever appear again.

The market of today:

The global rocket and missile market size has reached $68.26 billion in 2025. This is expected to grow to $91.76 billion in 2030 at a CAGR of 5.9% [1]. This provides a steady rate of growth greater than inflation.

International conflicts and corresponding increases in defence spending have accelerated the spending through government spending and stockpile programs.

Figures from Aerojet Rocketdyne (the propulsion subsidiary of L3Harris) indicate value capture of ~20% for missiles it works on [2]. This shows a global market for propulsion systems in the categories that SIRITH provides in the region of $13.652 billion.

Accessible NATO, Commonwealth and other export market:

SIRITH enjoys a privileged location within the UK that allows us to sell across a wide range of countries including several of the largest global markets.

31.0% of this market is locally located in Europe. We access the largest market in the world in the USA, with 42.1% of demand. As we exclude manufacturing for peer competitors such as China & Russia, market analysis shows $10.4 billion of market value would be accessible to us and will double within the next decade [3].

Both the European and United States markets show significant new opportunities and demand, with defence disruptors springing up. This is caused by an increased awareness of peer-peer threats across NATO, with the inadequacy of European stockpiles and the increasing presence of China becoming self-evident. These companies include Cambridge Aerospace, Frankenburg Technologies and Anduril.

These companies are open in discussing their significant challenges is securing a stable supply chain for motors. Cambridge Aerospace and Thales have both expressed interest in testing the boosters in their vehicles.

Hypersonic research programs also bring significant demand to propulsion systems, with a much greater part of missile cost being associated with propulsion due to changes in requirements. This divergence to low-cost systems such as Cambridge Aerospace and extreme cost systems in Hypersonic weapons programs increases the market percentage in propulsion systems.

The US Air Force Research Lab Hypersonics researchers are in discussion with SIRITH at the current time with a view to using our systems for tests.

This significant unmet demand has led to governments funding programs to increase the number of suppliers. This has led to a number of companies setting up facilities, but has not led to significant advances. Like Anduril’s motor facilities – doing production exactly the same, white-coated, inefficient way it was done when this was actually rocket science.

Unfulfilled market size:

But the annual nominal supply only tells a small part of the story. There’s even more in unfulfilled orders to missile production companies today.

Nammo has $5.98 billion in order reserve – over 4 years backlog. [4] Aerojet Rocketdyne – the motor specific branch of L3Harris - has $8.17 billion. [5] Raytheon, the missile production segment of RTX, reports $75 billion backlog, of which we estimate over $10 billion is missile motors. [6] And Thales reports $48.41 billion of backlog in defence, meaning they also have in the region of $10 billion in backlog value that is capturable by SIRITH.

Competition:

The majority of the incumbent market is noticeably concentrated in a small number of companies. In the USA, more than 50% of the market is help by L3Harris through Rocketdyne, with Northrop Grumman, Anduril and Lockheed Martin being the significant players.

The EU market is concentrated in Nammo AS with small scale contributions from Roxel group and AVIO to limited missile programs.

Other global players are found in Tata Advanced Systems (India), Rafael Systems (Israel), Hanwha Systems (South Korea) and Mitsubishi Heavy Industries (Japan).

The strength of SIRITH Space is found not only in our capability to build motors, but to deploy this system anywhere in the world where we can predict a secure market and where the business maintains a secure future. In a market that competes only on large order motors, we start by taking testing and research boosters first, establishing ourselves as a reliable supplier with consumers. From that point our expansion is a runaway reaction.

Corporate analysis:

SIRITH’s objectives are to reduce motor order time to days instead of the current market state of years.

It achieves this through implementation of advanced manufacturing technology, employing automated design and 3d printing, removing the human from the loop and so closing the circle.

SIRITH is in a strong position to access government funding, with the UK government currently having open significant funding contracts through the Energetics Notices.

We also enjoy a strong location in Northern Ireland, allowing us to access large missile integration facilities through Thales in Belfast, and both the UK and EU markets with minimum regulatory burden.

Commercial strength of position

SIRITH space delivers propellant at a close to fixed cost per kg. This cost is currently expensed as:

• - £88.53 per kg (propellant costs)
• - £3.50 per kg (mould costs)
• - £0.98 per kg (electric costs for mixers + printing)
• - <0.1 man hour @£25 per hour

Total cost of manufacture: £95.50 per kg.

Equivalent sales price: £132.139 per kg [8][9]

We have a 27% profit margin for each motor, delivering a significant cost reduction over the market. For a representative government contract, we remove 25% of the motor cost, directly resulting in significant reduction to defence contract costs in the region of 5-10% of total cost.

We also will significantly reduce the processing cost for the propellants through bringing the manufacture of this inhouse, with an expected cost of <£40 per kg of ammonium perchlorate, driving costs significantly downwards.

And the future beckons onwards…

Today, we dominate the market because we deliver parts to others better than anyone else on the market. We’re more customisable, scalable, and faster.

Tomorrow, we keep building. Solid Rocket Propellants are the way to deliver trillions of pounds in point-to-point transport on Mars, and we build a system that can be deployed.

From Ireland to the world. From the Moon to Mars. We’re ahead because the product hasn’t changed since 1954. We’re going to keep changing.

But what if we’re wrong?

We’re not invincible. We will make mistakes along the way. The entire company philosophy is to fail fast – because we can only make something reliably work once we understand how it breaks.