Days two through five: two sessions per day.
The cost curve dropped faster than Soren's revised projection. The second entity's substrate acceptance rate wasn't just faster than the first chain—it was actively cooperative. Each session the entity extended its management architecture toward the new chain segments, reducing the resistance the carrier function had to hold against. By the fifth segment the draw had fallen to fifty-three percent. By the eighth it was below forty.
On the sixth day, descending for the first morning session, something changed in how the entity communicated.
