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        "whyItWorks": "- It forces the market to confront **mismatched valuation multiples**:\n  \"this company trades like X but owns Y, which trades at",
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        "matchId": "b5963852-9578-46de-833b-ed33d130387e",
        "evidence": "image/logo-grid: Current Players: Bechtel, Black & Veatch, Burns & McDonnell, Fluor, Kiewit, Technip Energies, Worley. Past: CCA, McDermott, Wood, Zachry, AECOM, Jacobs, KBR, Lendlease.",
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          "description": "Narrative structure: Paint the before, show the after, explain the bridge",
          "familyLabel": null,
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        "agent": "Storyteller",
        "layer": "slide",
        "agents": [
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        "matchId": "7a81d202-1771-452b-9748-52e7b923ba57",
        "evidence": "title/headline: Starting in 2021, New CEO David Constable Transformed Fluor's Strategy by Pursuing Lower-Risk Reimbursable Projects",
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    "notes": "Starboard's contrarian framing is largely supportive of incumbent management (David Constable, Jim Breuer) — the 'villain' is the prior 2010s leadership and the market's failure to credit the transformation. Starboard does not disclose its own ownership stake in Fluor in this deck. Cover says 'October 2025'; market data 'as of October 17, 2025' — exact day of presentation not stated, so presentation_date left null. Filename '2025-02-2025' appears to be a malformed date string from the source. Sum-of-parts arithmetic on slide 24 (8.9x → 2.8x by stripping NuScale) is the deck's core rhetorical move. CEO quote on slide 32 highlights investor disappointment with management's own NuScale monetization plan as the wedge for Starboard's preferred path.",
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