Koo ... don't know the answers, would have to be all built into the plan and PA. My possibly antiquated picture of this type of deal would involve:

1) a limited amount up front to satisfy liabilities and few other things, 

2) absorption of RVX assets into BP, including desired valuable people/salaries that make the cut,

3) an agreed upon BP funded development plan including BoM2/Covid, etc,

4) in addition to minimized up-front and development monies, financial ROI based on milestones including successful study completion and eventual commercialization and future revenues

The devil would be in the negotiated details for how much, and how, this would all work out. And how entities like Hepa and other manufacturing/licensing rights are factored.

But theoretically, RVX would cease to exist in the event of a stock purchase, but still could exist if an asset purchase (most likely) say for ABL and ABL IP only. In either case, RVX active overhead goes way down, and to zero if a stock purchase. The up-front monies should be enough to cover liabilities, plus "something" to investors. Don and some other key people likely stay on with BP in either salaried or consulting roles.

Just spit-balling some thoughts, from past experiences that were much less complicated, and revolved around companies already generating revenues - so, they were mostly about business retention and earn outs over time. This is a complcated one though, with very high risks and rewards, and stakes, potentially.

Personally, I would rather we just sell out the whole kit-n-kaboodle cheap at this point. But for best ultimate potential value, then CVR. For example, if Don wants to stick to is guns and still thinks RVX/ABL is "really" worth $4-8b (on "potential"), then okay let's prove it over time, rather than imagine a "forward looking" world for ABL and RVX.