Transportation is one of civilization’s fundamental industries. Securing a role in its next form is a direct path to success in your own — and this consortium is where a set of disruptive technologies converge to replace the systems in place today.

A Celestavia installation is roughly 85 % contracted out to consortium members and 15 % retained by Celestavia. Third parties build the towers, foundations, cables, cabins, stations and the electrical network; Celestavia keeps only the onboard electronics, the control software and systems integration. By nature of the work, the infrastructure line is 72 % equipment, 24 % built on site and 4 % engineering: high-rise stations, smaller stations, and the installation of towers and cables. On top of that, our towers are a platform for high-tension power lines, fibre-optic backbone, a 5G cell in every tower, solar and wind generation, 911-grade cameras, public lighting and seismic and weather monitoring.

That is a great deal of network with a great deal of room in it. Building Celestavia alone would waste it — which is precisely why we are forming a consortium of related companies instead.

Take a representative 100 km stretch of double-track line. Towers stand roughly 100 m apart, so that stretch is on the order of 1,000 towers to fabricate, 1,000 foundations to pour, 200 km of running line to string, and — at the 2,500–5,000 m spacing used on interurban corridors — between 20 and 40 intermediate stations to build, plus the central and mega stations the alignment calls for.

Of that scope, 85 % is contracted out. Celestavia keeps only the onboard electronics, the control software and systems integration. Here is how the work divides:

Shares are of the infrastructure scope and are structural — they hold whatever the length of the corridor. Budgets, station counts and fleet sizes for each national programme are on its own page: Ecuador, Colombia, Perú, Argentina, Panamá, España. Within the infrastructure scope the column sums to 84 % third parties and 16 % Celestavia; adding the mega stations — built entirely by third parties — brings the programme-wide split to roughly 85/15.

Celestavia is owned by Global Genius Trust, whose eleventh initiative is Open-Source Everything: a programme, run through the GG Foundation, to reach out to any company holding proprietary assets of any kind and aid them — financially and otherwise — in going open source. The reasoning is plain. The hoarding of information from competitors stagnates, or at the least slows, the progress of humanity at large. Remove the need for financial secrecy, make openness itself the corporate model, and a quantum leap of new innovation follows — without any reduction in profits.

That offer is reciprocal, and it extends to this consortium. No member is asked to open anything as a condition of joining. But any member who wishes to move a proprietary asset into the open is eligible for the Foundation’s assistance in doing so, and the engineering, fabrication and civil-works knowledge generated inside the consortium is meant to travel that way: shared between members, and in time published. Cooperation over competition is the working assumption here, not an aspiration bolted on afterwards.

For a member the boundary is a practical question, so here it is plainly. Open to members: planning and demand-simulation software, station and perimeter security systems, telecom and network equipment, customer-facing booking and payment front-ends, and maintenance and logistics platforms. Retained by Celestavia: anything that can move a cabin, or decide that it is safe to do so.

The Open-Source Everything initiative is set out in full, as project 11, in the Global Genius Trust open letter.

Where those proposals stand today is public. Each has its own page, with its technical and financial detail on the record:

National programmes

Corridors and individual projects

Celestavia — our personal and cargo mass transit system — is the founders’ focus and the consortium’s first product. It is not intended to be the last. The plan is to extend the same membership into air-taxi services, autonomous river transportation and eventually rocketry: adjacent industries that will need the same disciplines, the same financing structures and the same legislative groundwork.

A founding member is therefore not signing up for one product line. They are taking a position in a portfolio of transport forms that does not exist yet.

1. A call. We answer your questions and hear your suggestions and needs — the founding cohort still shapes how this is structured.
2. Standard agreements. Commercial members sign a non-compete and a non-disclosure agreement. Both are standard and provided for your counsel’s review before anything is signed. Governments and universities sign no non-compete: they participate through memoranda of understanding, concession frameworks or research agreements, and only the confidentiality terms covering the control stack apply to them.
3. Scope of participation. We define which disciplines you cover, in which territories, and how your services are packaged with those of other members.