Exploring the Concept of Capitalizing Digital Assets: Measurement and Reporting Concepts

2. It is estimated that over $20 Trillion in Digital Assets are not recognized on the Balance Sheets of
major companies worldwide. Through proper scaling and interpolation we believe that the
functionality of these Digital Properties can gain their real financial strength in economic
assimilation. Redundancy in networks and in mobile equipment contribute to scale costs.
A Restructuring of the Unified System of Digital Asset Delivery
In our last paper we identified measurements that showed that labor was
prospering the digital delivery system when unified into one production
methodology. Now, because we have kept a vanilla rate and other assimilation
problems, we decided to structure the unified system into a better formed
company and notice the scale and other features that building a Wealth
Management and E-Commerce Platform assembly (among other notable Portal
Arrangements,) would supply. We also suggest that Channel services might come
into play meaning that all of this is broadcast and streamed instead of building
across an internet format, in order to have genuine production assembly
capability. We did not forecast that cost, we are just generally pointing to the
future, and believing that these things will be a monumental change to way we do
business and produce products.
To go back to the current vogue and consider further we are looking forward to
virtual glass, and the reason for considering this technology is that we believe that

3. unique layers of product, supply chain and client interpolations are possible
demonstrating Covenant Requirements and their fulfillment as they happen.
We can imagine what the possibilities are by viewing the probable result of
present-day interpolation. Imagining the future of development is encouragement
needed to point planning to a new age of quantum digital delivery products.
We took the following actions when we restructured the Unified Company Project:
1. We resupplied a rate that based on our pricing model matched the burden in the restructured
requirement (supposing that now we have moved into the next year)
2. We restructured the debt and started a debt service to pay it down
3. We began the amortization/depreciation basis of our portal and closed all projects to expense, moving
our assets to the depreciable stage.
4. We changed the size and the scale of the company in a manner consistent with practices and
methodology we have learned in corporate planning. Even though we began as though a new company
was formed, we retraced our historical metric relationships, demonstrating the change in cash.

4. We reproduced the Cost/Benefit Report and we admit to some conservatism because even though we
started from scratch with plans and rates, we wanted to be certain that our conversion was real to the
modeled View. We did not rewrite the KPI Performance Metric but tried to keep the econometrics the
same causing all the change to fall into the adjustment column (not moved to metric field) for now.
One of the effects of this demonstration was to
do something excellent with the labor burden…
create the payback the company needs to
leverage its services. We did not change the
headcount or the rates, because we did not
want to add any features to this production yet,
however we should note that the scale of our
activities compared to our original unified
report has kept the same scale as our financial
restructuring but increase from 9.5 to 9.8.

5. What does this change in Scale accomplish? We can see that the Portal Arrangement is changing
dimensional attributes have formed which have supplied for a considerable reserve for growth. It has
doubled the size and formed a growth capability not previously possible as none of these assets were
recorded nor were they leveraging the burden of the expense of building the portal capability.
Now that we have the wings assembled, we need to consider how to get our Portal Services off the
ground. We have gained considerable ground in assembling the Metric Views of the Project .

6. The next important topic is Touchpoint Knowledge and the Scorecard Matrix which should
develop in order to determine the impact of various considerations on the Portal Arrangement. As
methods improve we would hope to gain greater visibility on channel performance by service module.
We need to reassemble this chart and add the roles to it. Yet we know that the machine has rates
involved in the production and these rates play a role too, yet we have no visibility to that. So that this
very refinement is one of the goals of SERVICE CHANNEL DEVELOPMENT of Portal Based Assets.
Digital Assets have years of service capability that need to be developed based on the potential for
building and assimilating new products and even green engineering concepts such as:
1. Wireless energy from a server including portable and mobile capability
2. Green Material Products built in scalable energy-based design
Value
Add

7. 3. Gated and Bridged Systems capable of building in Ark Fashion and performing mobile tasking in
manifold time
4. Self-Funding Asset Development
Can we gain strength with our KPI’s?
We’ll determine that in our next PowerPoint called: Digital Wings
For further information contact:
Jean Marshall, Lead Consultant
qjean2004@brijconsulting.net