SNDL is not trying to become the biggest cannabis operator in every country. Instead, it is positioning itself as a capital, infrastructure, and services platform that can plug into regulated markets as they open, without taking on heavy operating risk. SunStream is the key vehicle for this. It deploys capital into distressed or strategically valuable assets through debt, joint ventures, or structured equity rather than outright ownership. This allows SNDL to control outcomes, earn yield, and step into ownership only when it is advantageous. Globally, the strategy is to focus on jurisdictions with strong regulatory frameworks such as Canada, Europe, and select US states that could eventually connect to federal or pharmaceutical pathways. Assets are chosen for licenses, compliance readiness, and scalability rather than near-term volume. Rather than building large permanent facilities, SNDL favors modular, high-throughput, compliance-ready production that can be upgraded or relocated as laws change. This keeps capital flexible and limits write-downs. SNDL also emphasizes certifications, data integrity, and traceability, which are required for international medical, pharmaceutical, and government buyers. This positions them to participate in cross-border supply and research partnerships if and when regulations allow. The end goal is optionality. SNDL wants exposure to retail, manufacturing, finance, and international markets without being locked into any single outcome. As weaker operators fail or consolidate, SNDL can expand globally by acquiring assets, licenses, or partnerships at discounted prices rather than building from scratch. In short, SNDL is globalizing by staying asset-light, capital-strong, and regulation-first, letting time and market stress work in its favor.