Thoughts on the economic measures and recommendations in the TAI Strategy for Europe. It calls for institutional capital for growth companies, pension-fund investment, portable employee equity, easier restructuring and a Single European Growth Market. None of this can work at European scale without common infrastructure underneath it. That infrastructure is EU Inc (@euinc_petition). We are still trying to build European capital markets on top of 27 different company systems. Capital may be European in ambition, but the legal structures, registers and rules it has to move through remain fragmented. EU Inc is often treated as a startup-law project, or simply an investor-ready structure that makes fundraising easier. Its economic role is MUCH BIGGER. Europe needs a common corporate vehicle that investors, lenders, employees and markets can understand and trust across borders. One that supports a company from formation through different stages and forms of capital, rather than forcing it back into national fragmentation when it expands. This matters for all growth companies, but especially for the capital-intensive companies and projects Europe says it wants to build. Manufacturing, energy, defence, compute and other industrial sectors cannot be financed by venture capital alone. They need long-term institutional capital, credit and lenders who understand the structure and can assess the risk with confidence. This is why the technical points matter. Be it insolvency, employee equity or the central register, these are not separate legal details. These are precisely the aspects which create confidence in the market. Capital providers need to understand the upside, but they also need to know what happens when a company fails. Today that still means navigating different insolvency systems, processes and outcomes depending on the country. If investors and lenders cannot predict the downside, they cannot price risk confidently. And if they cannot price risk, capital does not flow, especially the more patient and varied forms of capital that industrial companies need. The same applies across the company lifecycle. One authoritative source of company data gives banks, investors and counterparties something they can rely on. Employee equity that works across borders and remains useful as companies scale allows European businesses to compete for global talent. Cross-border mobility means a company does not have to rebuild its legal structure every time it grows into another market. Together, these elements make the EU Inc vehicle understandable and dependable across Europe. They build lender confidence, support institutional investment, improve liquidity and allow more types of growth capital to enter the market. Without this common infrastructure, every new capital initiative remains a separate national intervention. Capital stays fragmented. Liquidity stays thin. Companies still face 27 systems. Europe cannot build functioning capital markets at scale that way, and it cannot industrialise on venture funding alone. Mario Draghi called for a new EU-wide legal statute for innovative companies. Enrico Letta proposed a simplified European company. The TAI Strategy now sets out AGAIN the economic measures Europe needs to build and scale its companies. EU Inc is the CONCRETE vehicle that connects those recommendations and makes them operational. This is why the current negotiations matter far beyond startup policy. If EU Inc is reduced to an empty label on top of national fragmentation, it will not do the job Europe needs it to do. We need to maintain the ambition and withstand the pressure to pull it back towards 27 national systems. Reindustrialising Europe is not only about financing factories, energy, defence or compute but it also requires the institutional infrastructure behind them: a legally certain, predictable pan-European corporate vehicle through which capital can be deployed, risk can be priced and companies can scale. EU Inc is part of that market infrastructure. We need to build it properly but it's currently under pressure.