Ann: EGM Management Presentation, page-174

1. Think of the VIN product line as a small business solution to mobile connectivity into a WAN.
2. Think of the VSN topology of products as an Enterprise level of scalable interconnectivity able to connect anything to anything.
Now think of the business case for where a company should spend its limited financial resources.

With VIN you have a product that is unscalable to Enterprise level and is targetted at small level business cases with limited functionality - its core product differentiator being 'virtual' invisibility. This 'virtual invisibility' would be attractive for certain user-specific cases but not particularly useful for large scale deployment nor particularly relevant to small businesses or particularly differentiated from existing solutions - as many self professed tech type commentators have been saying for a while on here.

With VSN you have scalability and connectivity at any level of implementation you care to imagine.

The company pivoted away from VIN a year ago - and in quick time paid for and put together what it has now - and started selling capability at the start of the calendar year.

This might put the first reference you sited written in 2019 - before the AGM announcement of go-forward strategy in context. I can't link to the second article you mention.

The company will either deliver the growth it has forecast or it won't. if it does deliver what it has indicated - the next question will be what next? and People will still refer to VIN sales in order to try and build a financial model - I don't think VIN sales explain the jump in revenue numbers - see my point 2.