Hut 8's main risk is sequence risk, not product irrelevance. It must turn financed and contracted megawatts into energized, revenue-bearing capacity while containing
dilution and preserving project-level economics. The core failure mode is that delivery slips, financing stays expensive, or major tenants internalize more of the value chain, which would leave Hut 8 looking more like a capital-heavy intermediary than a scarce infrastructure owner.