I met with David again the following morning, laying out my thinking carefully.
“I don’t want to simply burn Cross Holdings to the ground,” I said. “That approach might feel satisfying, but it would also devastate thousands of current employees who had nothing to do with these original decisions.”
“What do you want instead?” David asked.
“I want to acquire controlling interest,” I said. “Quietly, methodically, exactly the way we approach any other acquisition. Then I want to restructure their subsidiary companies properly, retroactively compensating affected workers wherever legally and financially possible.”
David studied me carefully. “That’s considerably more complicated than public exposure.”
“I know,” I said. “But it’s also considerably more useful for the people actually harmed by what happened.”
We spent the following three months executing that careful acquisition strategy, David’s team identifying vulnerable points within Cross Holdings’ financial structure, vulnerabilities that had likely contributed to Vivienne’s family’s increasing eagerness to secure my trust fund and eventual marriage as additional financial stability.
I never contacted Vivienne directly during that period, communicating exclusively through legal representatives regarding the broken engagement, the reclaimed trust, and eventually, though she didn’t yet understand the connection, the quiet corporate maneuvering steadily consolidating my influence over her family’s business empire.