Thanks for the detailed feedback—your Sales and Design suggestions directly influenced v1.2.
Testing confirmed the bottleneck you described: increasing worker speed alone could leave deliveries unchanged because contracts were still arriving every five seconds. In the new M&A path, Sales can now improve contract arrival rates from level 4, while Design can make every fifth contract it processes more valuable from level 4.
I also added Operations Lab after the first exit. You can choose Growth to strengthen contract acquisition or Premium to strengthen higher-value contracts. It’s a small strategy layer rather than a full research tree.
M&A exits now lead into reinvestment, too: spend the sale proceeds on permanent upgrades, keep the remainder as cash for your next company, or balance the two.
For your existing save, the transfer option is available on the upgrade screen after a legacy IPO. It previews the asset conversion before you commit. You can also stay with the old route; transferring is a one-way switch to the new M&A economy.
I’m still tuning the balance, so I wouldn’t call the repetition problem completely solved. Does the second company feel meaningfully different to you now?