I have a couple of comments on your conclusions F4F:

1. con: card asset inflation... since we make the money by selling cards, what should we do to make money by the end of the year other than sell cards so that we run the business professionally?

2. con: spl team spending valuable production time when many things need to be done, what should we do for money on an annual basis - it takes between $3m and $3.5m to run our company on an annual basis (see #1)... and if we don't focus on money, then should we cut our staff? If so, will that do the things that you feel need to be done? Feel free to tell me what your priorities are that are higher than managing the business so that we cover our bills on an annual operating basis?

3. con: your analysis on the risk/reward prop seems to discount no more than 1/2 the packs sold (risk), but gives no upside to getting whatever SPS the DAO gets (reward). At best you say the DAO will get its money back, but that is making the assumption that you know it will only be 50% sold out. Maybe you are right, but it does seem like you to skew the facts to meet your narrative. There is plenty of upside to the DAO, you just assume that it won't happen.

4. pro: you talk about an SPS price pump. Who wants a price pump? We will actually sell more packs with lower SPS. I'm surprised you feel this is a price pump given that a) its not going to happen til December at the earliest, which means at least 3 months for the market to adjust and arbitrage the situation and b) neither the DAO nor the company benefits by a price pump.

I guess you feel this way, but maybe the reason you feel this way from other large holders is because they disagree with you. I know I didn't suggest this mini-set to get a price pump, I think my record is pretty clear over the years that pump and dumps don't work.