 $6 million. And I think it's important to understand this was still not a normal month. Although we needed to incur the majority of the costs, not all the markets were fully open for the whole of June or they were operating with restriction, which have now fallen away. So for example, Italy reopened in stages during the month, and the pubs and holiday parks in the U.K. still have a number of machines turned off. So as Brooks mentioned, it was only really from the 19th of July, the restrictions fully dropped away, and we consider this to be the point where we fully opened up.
And secondly, in June, product sales were lower than we would believe the normalized level is. So as we saw last year, these take a little bit longer to ramp up to normal levels, a bit longer than the recurring income. But the visibility in the pipeline gives us confidence that they will actually and indeed are returning to normalized levels.
So the second topic I wanted to briefly touch on with the net loss for the 3 months of nearly $44 million, which is approximately $25 million higher than we would have expected on the suppressed level of revenue we saw in the quarter. Now strangely or perversely, the 2 items which led to the accounting charges totaling this amount were actually driven by positive events.
Firstly, the charge in relation to the increased warrant liability of about $11 million. This is a little strange and the better we do as a company, the higher the stock price, the higher the liability, and the higher the P&L chart.
Secondly, whilst the refinance results in a reduced cost of capital, pushes out maturity and removes a number of restrictions, it does mean that we needed to write off the fees in relation to the old financing of approximately $14 million, the majority of which was structuring fees.
And the final topic I wanted to talk about was cash, which at the start of the quarter was about $41 million and at the end was approximately $25 million, so a reduction of about $16 million. Now quarterly cash flow are naturally susceptible to small changes in timing of payments in and out and this quarter was no different. So I think it makes a bit more sense to look at the 6 months as a whole, and these decreased by about $22.5 million.
Now the refinance in the quarter was broadly net neutral after repaying off the prior debt, the swap, and the legal fees. But the timing did mean that after about -- sorry, that we paid about 8 months of interest during the first half, which totaled about $17.5 million. In addition, we didn't see much benefit in terms of receipts from opening up partway through the quarter, given the time taken between revenue and then receiving the cash. But we did have a lot of the cash expenditure given the nature of the large proportion of our cost base being staff costs, which are obviously incurred in month.
So after cash flows approximating to about 6 months of lockdown, we are confident now that we're going to be in a period of positive cash flows going forward. And whilst we don't typically give cash forecast, I will say that we are projecting the cash position at the end of the quarter we're now in to be in the mid- to high $30 million.
So hopefully, that explains a bit why we're confident, adjusted EBITDA, accounting profit, and cash flows are all very much on an upward trajectory with some large negative headwinds in the quarter we're reporting on today.
So with that, I'll hand back to Lorne for closing remarks before we open up to Q&A.
[Operator Instructions]. And the first question comes from Barry Jonas with Truist.
Wanted to start with the COVID resurgence that we've been seeing. Guidance reiteration, I think, is very positive. But how should we think about your positioning across the segments in light of some of the resurgence we're seeing?
Brooks, do you want to try that?
Well, yes, maybe, Barry, you can just -- when you mean positioning across the segments, would -- maybe just elaborate on what you mean by that?
Well, as you look across your different business units, how do you feel the business can respond to increased Delta COVID cases? Obviously, hopefully, we're not moving towards full lockdowns. But if we start seeing increased restrictions, should -- how should we think about that flowing to the business? Or do you feel like you can sustain any incremental increases, whether it's masks, or any other sort of restrictions you might see in your units?
Sure. Sure. Well, I think in terms of, again, assuming all of the venues are open, we've seen in the past where our customers have had to wear masks and it hasn't had a meaningful impact on the business. So I think the only way it would really have a meaningful impact on the business is if some of the operations were shut down.
Stewart's probably as good an expert on the U.K., but I think all of us have probably read about how the U.K., in particular, is doing extremely well as it relates to COVID, and that's obviously a big portion of our market.
But I think for us, what we've done is we've built a ton of resilience, and with the growth of our online businesses kind of across the geographies certainly, what we're seeing is even when the retail business has come back in full, there's no diminishing of the online business. So I think we've built what we feel is both in terms of geography, but in product mix and everything else, a very sustainable business regardless of what happens with COVID.
Great. That's really helpful. And then I wanted to touch on virtuals. What do you think needs to happen in the U.S. for virtuals to hit the same penetration levels as maybe you've seen in European countries like Greece? Any structural reason it can't get there over time?
Well, I think it's -- go ahead, Lorne.
You go ahead, Brooks, and I'll jump in there.
Sure. Well, I think the biggest thing, Barry, is going to be -- it's going to be customer education process because clearly, there's not the familiarity with it as there is in Europe. And it's very, very early days with BetMGM. But I think the combination of they're getting behind it, and promoting it, and introducing it to their players, we're already starting to see kind of meaningful increases pretty much on a daily basis as people get used to the product. And I think BetMGM has done a very good job of putting it not only in their casino tab, but also on the sports tab. And they're out marketing it and promoting it and trying to cross-sell with sports betting. So I'm encouraged by the early numbers we're seeing with BetMGM and would expect that kind of all the other operators will kind of follow on lockstep.
What I would add to that, Barry, it's Lorne, is I think it's just going to take a little bit of time for both the operators, as Brooks said, and the players to understand what the distinct advantages of Virtual Sports is. And it might be worth taking a second just to talk about that because there are 3 or 4 that I think are very important that are clearly understood in other parts of the world, and we're just getting there in the state.
But the first, obviously, is it's great because it can be bet on at any time, whether there is live sports or not. So if it's late in the evening or a dark day for live sports, there is an infinite number of things to bet on. And for people who happen to love baseball or football, you could bet on it any time during the year, not just in the natural season.
The second is that from the point of view of the operators, they can set the margin anywhere they want. And there is absolutely no risk. So unlike betting on live sports, which can be very competitive in terms of margins. And clearly, there's always a risk that the outcome of the games is not where the line predicted, there are none of these issues with Virtual Sports. So from a financial point of view, it's a tremendous product for operators.
And there are a number of people who really like the idea of watching a sporting event and betting on it, but they're intimidated by what they think is the complexity of sports betting and the fact that they're playing in a pool with players who are much better informed and are much more sophisticated than they are, whereas in Virtual Sports none of this comes into play. So it's a much more comforting product for sports fans who may not be mathematicians.
And so I think as people start to get this, and we're already beginning to see it, that the product will get more and more traction in North America.
And the next question comes from Chad Beynon with Macquarie.
Regarding the -- your Interactive success, you noted that you're expanding with new customers. And I believe you said you're deploying 4 to 5 new games per month. Can you just talk about how you're leveraging the studios or these games that are working in the land-based environment and how this should look going forward? And then maybe just talk a little bit more about how we should think about the momentum given that you're still getting started in some states and with some key partners?
Sure. Brooks?
Yes, I think we are leveraging. I think, Chad, we talked about this before. We really do have an omnichannel strategy. Interestingly, though, what you'd see in North America because we're less penetrated in the gaming machine market, we're actually -- at least,