Wintergreen Acquisition Corp. primarily seeks to achieve strategic growth by integrating with or acquiring other companies. Its core activity involves orchestrating various ...
Wintergreen Acquisition Corp. (“WTG”) is a newly organized blank-check company (SPAC) whose principal business purpose is to locate and consummate a business combination—such as a merger, share exchange, asset acquisition, share purchase, reorganization, or similar transaction—with one or more target companies. Rather than operating an ongoing product or service business, ...Wintergreen Acquisition Corp. (“WTG”) is a newly organized blank-check company (SPAC) whose principal business purpose is to locate and consummate a business combination—such as a merger, share exchange, asset acquisition, share purchase, reorganization, or similar transaction—with one or more target companies. Rather than operating an ongoing product or service business, WTG’s structure is built around raising capital through an initial public offering and holding that capital in trust while it searches for a suitable acquisition candidate.
Based on the company description and SPAC-related disclosures, the company’s investment/target strategy emphasizes the technology, media, and telecommunications (TMT) sector in Asia, including China. This focus shapes how WTG screens potential targets and how management would evaluate deal fit, regulatory considerations, and growth prospects within that thematic area.
Because WTG is a SPAC incorporated in 2024, it has limited or no operating history at the time of formation; accordingly, common financial lines for an operating company (e.g., sales, operating profit, sustained R&D expense) may be minimal or not meaningful during the trust-and-search period. The business model is therefore best understood through its transaction mechanics: cash held in trust (and associated restrictions), time-based deadlines (a SPAC “tenor” concept), and the eventual economics of a de-SPAC transaction, including potential dilution from warrants/units and transaction costs.
From a cost and capital-structure perspective, SPACs typically carry IPO underwriting and legal/administrative expenses, plus ongoing public-company and compliance costs during the search period. Upon completion (or in some cases termination) of a business combination, additional deal-related expenses may arise (e.g., advisory, due diligence, financing, and integration costs). The long-term financial outcome for shareholders depends heavily on the quality of the target and deal terms—particularly entry valuation versus projected post-combination performance.
Key people include CEO and chairman Yongfang (“Fayer”) Yao. The company is headquartered in Tongzhou, People’s Republic of China, and trades on the NASDAQ Capital Market. As a SPAC with no workforce in operating terms (reported full-time employees: 0), the “team” primarily consists of corporate governance and external advisors/sponsors supporting the search, evaluation, and eventual transaction execution. The main shareholder value “wish” inherent in the SPAC concept is to successfully identify a high-quality TMT target and complete a combination that creates durable post-transaction growth for public investors.
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.
$988403
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-0.5%
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.
$-274011
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-4.0%
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.
11.46x
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+5854.3%
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.