Hi Pipupiou .... I’m stumped. Not only have you demonstrated one...

Hi Pipupiou .... I’m stumped.
Not only have you demonstrated one of the best technique in regards conflict resolution is to firstly not engage, secondly to subsume the point by emphasising the greater overall direction, and thirdly to distract by introducing a red herring (one of my daughter’s names is Claire!), but the information on amortisation and goodwill is way out of my grasp.
Blinded by science : /
(Now I feel like as six year old!)


Simplistically (6yo viewpoint) if we have an order book of $2.4 billion and were going to achieve $600M in H2, I reckon on potential for revenue of at least $600M per half for three half years after that .
Which takes us through to December 2021.
I know that is NOT how it works as some (most excellent) contracts go longer and some like GCY were supposed to go longer than 2021 but may not ...
But that feels like a useful starting point to me...ie however we do this year will be the same and maybe better in the short term future, and while I recognise there may be the integration of additional taxes, costs, loans, capex other debt etc, I confidently expect NRW to absorb these with extra revenue unless there truly is reason to take a sideways move (or even backwards) for a BIG step change in scale.

Beyond this I understand revenue is one thing and profits are another and I know the minutiae of accounting does place ‘the devil in the detail ‘ and that it is really useful to look at that minutiae with a bottom line/glass half empty viewpoint so that when the adrenaline rushes come the thrill is tempered by knowing where the real supports are......
....but I don’t know to do it and I think one of the intangibles we are dealing with right now is the fact the company continues to evolve and diversify as per its stated intention which may impact the future ?