In this case, it is still very evident that a part of the market views the company through its past history rather than its current operations. For many, Eagle is still the same company as it was when the NoCart crew found Loudspring to be a sufficiently large and gullible payer to quickly cash out their own wealth. Back then, management was completely out of their depth regarding what they were buying, under what terms, and with what kind of risk. Let’s remember that in 2017, for example, NoCart’s figures looked brilliant on paper, but the reality behind the balance sheet was something else entirely. This is still remembered, and that background cannot be completely erased, even though not a single person from that era’s management remains involved.
But it is equally important to notice that during Jarkko Joki-Tokola’s tenure, the direction has been completely different for over five years. This company has followed a very conservative line both accounting-wise and operationally, which culminated in the company’s name change to Eagle Filters Group and the focusing of the strategy purely on developing this company.
Nothing is put on paper that isn’t practically certain and demonstrable. Everything possible is written off immediately rather than being left to linger on the balance sheet with a “maybe something will come of this someday” mindset. A good example of this is the heavy write-offs in previous years, which cleaned the balance sheet of old legacy assets without overthinking the fact that such moves look very bad on the bottom line. It’s also reflected in why some people find the corporate communications to be frustratingly cautious.
Therefore, the market is currently divided quite logically into two camps:
- Prisoners of the Past: They still look at the history and see the beginning of a new catastrophe in every delay.
- Analysts of the Current Structure: They look at the automated factory in Kotka, the growing order levels, and the fact that management no longer lives in a “PowerPoint future.” The company has indeed managed to grow its order backlog significantly and is now specifically aiming for scalable profitability.
The author of the quoted comment is actually a good example of this market psychology. They don’t sound like someone who considers the company a completely lost cause. Rather, it’s a case of years of disappointments making people cautious. This is why moves like a credible CFO recruitment and the professionalization of the Board of Directors serve as concrete signals that the company is preparing for the next phase.
Many old shareholders likely no longer need absolute certainty to return. It’s enough that credible evidence starts to emerge showing that delivery capability, cash flow, and profitability are finally moving in a better direction. And that is exactly why cases like this often move violently on the stock exchange. After a long period of disbelief, sentiment can shift much faster than the fundamentals even have time to fully reflect in the reports.

