Formed in 2025, Galata Acquisition Corp. II operates from its headquarters in Nashville, Tennessee. The company's primary objective is to execute a ...
Galata Acquisition Corp. II (the “Company”) is a newly formed special purpose acquisition company (SPAC) that operates primarily as an acquisition vehicle rather than a conventional operating business. Incorporated as a Cayman Islands exempted company and organized as a blank-check company, it exists to execute a transaction with one or ...Galata Acquisition Corp. II (the “Company”) is a newly formed special purpose acquisition company (SPAC) that operates primarily as an acquisition vehicle rather than a conventional operating business. Incorporated as a Cayman Islands exempted company and organized as a blank-check company, it exists to execute a transaction with one or more target businesses through a merger, amalgamation, share exchange, asset acquisition, share purchase, or another similar form of business combination. This structure is typical for SPACs: the Company raises capital from public investors and generally holds the proceeds in trust while it seeks an appropriate target.
From the information provided, the Company’s focus spans multiple potential industries—namely energy, financial technology (fintech), real estate, and technology—indicating a broad screening approach for targets that fit the sponsor’s and management’s investment criteria. As a pre-deal company, it does not report meaningful ongoing revenue-generating operations; instead, its key “product” is the ability to sponsor and fund a future acquisition using investor capital.
The Company is led by Craig William Perry, who serves as Chief Executive Officer (and is described in the source materials as a Managing Director at Callaway Capital). Operationally, the Company’s small headcount (noted as 4 full-time employees) suggests a lean structure consistent with SPAC requirements—staffing is typically focused on transaction evaluation, investor communications, regulatory compliance, and managing trust/trading mechanics rather than running a day-to-day operating enterprise.
Economically, the core cost structure for a SPAC generally centers on offering-related expenses, ongoing administrative costs, and transaction costs incurred when a business combination is pursued (e.g., legal, accounting, advisory, and due diligence). In the provided financial snapshot, many operating-margin metrics are effectively zero, which aligns with a company that has not yet begun operations in the traditional sense. Instead, value is largely tied to the trust assets and the outcome of the eventual business combination, with public market pricing reflecting both uncertainty around the deal and the market’s view of potential target prospects.
In terms of timing, the source indicates the Company was formed in 2025 and completed an initial public offering with units offered at a $10.00 per-unit price, beginning trading on the Nasdaq Global Market thereafter. The long-term “wish” and strategic objective for LATAW holders is that the Company identifies a compelling merger partner and completes a business combination that creates value versus the trust fund baseline, while also meeting regulatory and shareholder approval requirements. Key stakeholders include public investors holding units and warrants, the sponsor responsible for identifying and negotiating the acquisition, and management tasked with executing the transaction within the SPAC timeline.
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$0
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Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$955904
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+2262.8%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
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Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
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Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
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Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
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FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
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Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
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Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
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-20.3%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.
