MWYN's July 31 quarterly filing described NexaCore as being in exploration and development. The later OmniX MOU covers potential AI-compute and RWA work, but doesn't commit either party to funding or minimum purchases. There isn't enough detail to assume separately financed businesses. It's tempting to value each opportunity, discount it for the chance of failure, and add the results together. I think that can overstate the upside if the plans would compete for the same capital or management time. A probability of success for each project doesn't, by itself, account for what the company must spend to get there or what existing shareholders would still own afterward. I'd start with different paths: no commercial launch, one initiative moving forward, or both moving forward. Each would need its own funding requirements, timing and eventual ownership assumptions. The existing business would still need support along the way. I can see the argument for assigning some value before a project has revenue. How do you handle that in practice: explicit scenarios, a single allowance for the new ventures, or something else? -Rain-3077
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