By the time the morning meeting began, Yang Ruoqian had already opened the same file six times. Each time, the conclusion remained offensive: wider release sounded like the fastest way for the project to become normal business. If a project could no longer fail cleanly after losing money, what dignity did a loser have left?
Yang Ruoqian's private calculation was still very professional. The plan around the No Wide Release matter had receipts, workflow, and enough normal business logic to pass the system's eyes. Better yet, the costs were concrete: regional coordination, contract review, local schedule work, soundtrack support, and a tiny event that should not scale. A normal boss would ask how to convert those costs into growth. Yang only cared whether the controlled release drag could keep swallowing money without producing a number large enough to punish him.
