Each number landed heavily.
Combined revenue recovery:
$615 million annually.
Hawthorne had slumped in his chair.
"This is impossible. You can't just walk in here and..."
"And what, Mr. Hawthorne?"
Angela's smile was razor-sharp.
"Buy the controlling position? Restructure the board? Implement accountability measures?"
She paused.
"I just did."
She gestured toward the security guards, who now looked to her for direction.
"Corporate security, please escort the former board members to the lobby. Their executive building access has been revoked. Personal items will be handled according to company procedure."
"You can't do this."
Hawthorne's composure finally cracked.
"I've been with this company for 15 years. I built this place."
"You built a toxic culture that cost shareholders hundreds of millions annually," Angela replied calmly. "That's not building. That's destruction."
The security chief approached hesitantly.
"Ma'am, do you have documentation for the ownership transfer?"
Angela produced a thick folder.
Securities filings.
Legal documents.
Corporate resolutions.
Everything bearing the required signatures and official records.
"The company's legal counsel can verify the controlling ownership and restructuring documents."
The corporate lawyer frantically scrolled through the material.
His face went pale.
"It's legitimate."
He looked at Hawthorne.
"The acquisition is binding. She has the controlling authority outlined in the documents."
Angela stood at the floor-to-ceiling windows.
Manhattan sprawled below.
Behind her, former board members gathered their belongings and what remained of their dignity.
"Before you leave, gentlemen, let me explain what's going to happen next."
She turned.
Tablet in hand.
The screen displayed a comprehensive corporate-transformation timeline.
"New board composition takes effect today. Seven members. Proven executives, academics, legal experts, and leaders with verified records of inclusive management and financial performance."
"Impossible," Webb muttered. "You can't assemble a competent board that quickly."
"I've been recruiting for eight months," Angela interrupted.
She swiped through detailed biographies.
"Former CEO of Meridian Industries. Retired CFO of Pacific Corporation. Two Harvard Business School specialists in organizational leadership. Former Chief Justice of the Delaware Supreme Court."
She advanced again.
"Combined experience: 147 years in corporate leadership. Average return on equity under their previous management: 23% annually."
The numbers were staggering.
"New corporate policies take effect Monday morning."
Angela continued.
"Employee ownership participation."
"Impossible," Hawthorne protested. "The dilution costs alone..."
"Will be weighed against productivity gains, retention improvement, and enterprise value."
Angela swiped to implementation details.
"Real-time workforce metrics go live on the company website next week. Hiring rates, promotion rates, retention rates, pay-equity data. Transparent. Updated quarterly."
Another page.
"Anonymous reporting platform launches simultaneously. Complaints handled with independent external oversight. No closed-loop system where management investigates itself without accountability."
The scope was breathtaking.
"Executive compensation will be tied to clearly defined leadership metrics."
She looked around the room.
"Company-wide mentorship begins immediately. Senior leaders paired with employees across departments and backgrounds. Real relationships. Real accountability."
Webb shook his head.
"You're going to destroy the company culture."
"I'm going to replace the parts that were destroying the company," Angela said.
"Your culture was costing hundreds of millions in lost contracts, legal settlements, and talent failures."
She displayed a projection chart.
Conservative estimates.
30% potential revenue increase within 12 months.
Significant improvement in employee satisfaction.
Substantial reduction in preventable legal liability.
"And if these projections are wrong?" Hawthorne asked desperately.