Three thick strands carry most of the loom: c5 dealer → t1 EV-CHG → Voltaira; c4 telematics → t5 TELE-DATA → Pulsewave; c2 cell IP → t2 BATT-VI → Kestrel. Together they account for 71% of conviction-weighted flow.
Faint strands (autonomy, hydrogen) terminate in low-conviction targets — Drayton, Helion. Read as: capability invested without a clear acquisition outcome. The diagram makes the mismatch visible.
The amber strand from c1 to t4 highlights powertrain effort consumed by H2-HD without target backing — the structural argument for redirecting Stuttgart to RETRO-EV instead of incubating in place.
The thickest strand on the loom. Acme's Tier-1 commercial dealer channel — a relationship asset accumulated over 60 years — supplies 52% of the conviction weight on EV-CHG. EV-CHG terminates in Voltaira Networks at a $1.05B IOI; Voltaira's depot CPO and fast-charge stack become deployment infrastructure on the existing channel.
Read in reverse: acquiring Voltaira consumes 0.71 units of channel capability, 0.62 of fleet logistics, 0.58 of power electronics. The acquisition is, in capability terms, mostly a channel bet — the technology rows the diagram light up because they are reused, not because they are decisive.