Spring Valley Acquisition Corp. III (SVAC) operates as a special purpose acquisition company (SPAC), an entity specifically designed to raise capital through an initial public offering (IPO) for the express purpose of acquiring an existing operating company. By utilizing this structure, the company serves as an alternative vehicle for private ...Spring Valley Acquisition Corp. III (SVAC) operates as a special purpose acquisition company (SPAC), an entity specifically designed to raise capital through an initial public offering (IPO) for the express purpose of acquiring an existing operating company. By utilizing this structure, the company serves as an alternative vehicle for private enterprises to access public equity markets without the traditional, often lengthy, roadshow process associated with a standard IPO. As a shell company with no commercial operations of its own, SVAC’s primary asset is the cash raised from investors, which is held in trust while the management team, led by Chairman and CEO Chris Sorrells, identifies a high-potential target for a business combination.
From a business and financial perspective, SVAC’s value proposition is driven by the expertise of its leadership team, which includes individuals with extensive experience in the energy and technology sectors. The company’s financial model is characterized by low operational overhead—maintaining a core team of approximately three individuals—which minimizes 'burn rate' while the search for a target is conducted. Since the company does not produce physical goods, it has no Bill of Materials (BOM) or traditional supply chain costs, focusing its expenditures entirely on administrative, legal, and advisory fees necessary to facilitate complex M&A transactions.
Key strategic milestones for the company involve the identification and due diligence of a 'de-SPAC' partner. In recent contexts involving the Spring Valley brand, this has included high-profile negotiations with companies like General Fusion. The success of the investment relies heavily on the regulatory environment, the current market valuation of the SPAC versus the target, and the eventual shareholder approval of the merger. Investors in SVAC are essentially betting on the management's ability to identify a target that provides significant long-term growth, as the entity itself carries the inherent risks of a speculative financial instrument. Following a successful merger, the company typically transitions into the operating business it acquired, effectively disappearing as a shell and emerging as a publicly traded entity in the target's industry sector. The company's goal remains to act as a bridge between private capital and public market opportunities.
Founded
2025
Employees
3
CEO
Christopher D. Sorrells
Full Name
Spring Valley Acquisition Corp. III Class A Ordinary Shares
YoYYoY means Year-over-Year. It compares the latest annual value with the previous annual value to show long-term trend strength.
QoQQoQ means Quarter-over-Quarter. It compares the latest quarter with the immediately previous quarter to show short-term momentum changes.
RevenueThe total money that came through the front door from selling things, before paying a single bill. Think of it as the grand total of every credit card swipe from customers. (YoY compares this year to last year's performance, while QoQ compares the current three months to the previous three).
$0
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Net IncomeThe absolute bottom line. If the company paid every single supplier, employee, banker, and tax collector, this is the actual money left in their pocket at the end of the day.
$2.4M
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-21967.3%
Gross MarginThe basic markup. If they sell a $100 pair of sneakers, this percentage tells you how much of that price tag is profit right after paying for the rubber and shoelaces, but before paying for things like store rent or TV commercials.
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Operating MarginThe 'day job' efficiency score. Out of every dollar a customer spends, this shows how many cents the company keeps after making the product AND paying for all the everyday corporate overhead (like salaries, marketing, and keeping the lights on).
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Net MarginThe final take-home percentage. When you strip away every conceivable cost, tax, and interest payment, this is the exact number of cents the company truly gets to keep from every dollar in sales.
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Free Cash FlowThe holy grail of corporate cash. It's the spendable, physical money left over after the business pays for its daily operations AND buys the big, expensive upgrades (like new factories or servers) it needs to survive. This is the 'free' money they can use to pay dividends or buy back stock.
$-497550
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+49.6%
FCF MarginThe ultimate cash conversion rate. It shows how good the company is at turning regular sales directly into cold, hard, spendable cash. A high percentage means the business is an absolute cash-printing machine.
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Debt / EquityThe financial risk gauge. It compares how much of the company's empire was built using borrowed money (loans) versus the owners' own money (shareholders). A high number means they are heavily leveraged and playing a riskier game; a low number means they are playing it safe.
0.0%
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Current RatioThe 12-month survival check. It simply compares the cash they have right now (plus things they can quickly turn into cash) against the immediate bills they absolutely must pay this year. A score above 1 means they have enough in the wallet to cover the upcoming bills without panicking.
8.29x
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-1.6%
Total AssetsThe absolute size of the company's empire. It bundles together absolutely everything of value they own—from the cash in the register and the inventory in the warehouse, to the software patents in the vault and the factories on the ground.