What he discovered over the following week troubled him.
Several employees had raised concerns about unpredictable schedules.
Some contractors had complained about delayed payments.
A few junior staff members had reported that senior managers dismissed their questions during meetings.
None of these issues appeared catastrophic in isolation.
Together, however, they revealed a pattern.
Richard had been so focused on expanding the business that he had stopped asking what the expansion was costing the people who made it possible.
He scheduled a meeting with Michael.
"We need to review our management practices," he said.
Michael looked surprised.
"What brought this on?"
Richard considered giving a polished answer.
Instead, he told the truth.
"I've been thinking about the way we treat people."
Michael leaned back.
"That's a fairly broad subject."
"I know. But I think we've allowed some bad habits to become normal."
For the next two hours, they discussed staffing, communication, contractor payments, and the way managers handled complaints.
They disagreed frequently.
Changing policies would cost money.
Improving scheduling would require additional administrative work.
Raising certain wages would reduce short-term profits.
But Richard insisted that they examine each issue seriously.
He was not suddenly a perfect person.
He still cared about success.
He still wanted to expand his company.
He still felt anxious about the Sterling investment.
But for the first time, he began questioning whether success was worth pursuing at any cost.
Meanwhile, Alexander received Victoria's apology through the hotel management.
He read the note once and placed it in a folder.
He did not immediately respond.
He understood that people often apologized after discovering the consequences of their actions.
The more difficult question was whether they would behave differently when the consequences disappeared.
He had seen countless people express regret in moments of embarrassment.
Far fewer were willing to change when nobody was watching.
A week later, the investment team completed its preliminary review of Coleman Property Partners.
The results were mixed.
The company had a credible development plan, reasonable financial projections, and a capable team.
However, the review identified weaknesses in its contractor payment procedures and employee retention strategy.
The findings did not prove deliberate misconduct.
They did indicate that the company needed stronger systems.
Alexander read the report carefully.
Then he requested a meeting with Richard.
The invitation arrived on a Tuesday morning.
Richard stared at the message on his computer.
For several seconds, he was unable to move.
Then he called Michael.
"They want to meet."
Michael exhaled.
"Good."
"That doesn't mean we're getting the investment."
"No. It means they haven't closed the door."
Richard nodded, although Michael could not see him.
"I'll prepare the revised proposal."
"Prepare the proposal," Michael replied. "And be ready to answer questions honestly."
The meeting took place in a conference room at Sterling Hospitality Group's headquarters.
Richard arrived early.
He wore a dark suit, carried a carefully organized folder, and rehearsed his opening remarks while waiting for Alexander.
When the door opened, Alexander entered with two members of the investment team.
He greeted Richard politely.
There was no reference to the hotel incident.
No sarcastic remark.
No attempt to make him uncomfortable.
Alexander treated the meeting as a business meeting.
That, more than anything, unsettled Richard.
He had expected punishment.
Instead, he was being given an opportunity to demonstrate whether his company deserved consideration.
After the introductions, the investment director began reviewing the proposal.
They discussed construction costs, projected revenue, financing arrangements, and potential risks.
Richard answered confidently.
He knew his business.
He understood the market.
He had spent years preparing for a meeting like this.
Then Alexander asked about employee retention.
Richard glanced at his notes.
"We're reviewing our staffing procedures and have identified several areas for improvement."
"What areas?"
Richard explained the findings from his internal review.
He discussed scheduling, contractor payments, communication between managers and employees, and the need for clearer reporting procedures.
Alexander listened without interrupting.
When Richard finished, he asked, "Why are you making these changes now?"
Richard had prepared several possible answers.
He could have spoken about operational efficiency.
He could have mentioned long-term productivity.
He could have explained that better working conditions often improved employee retention.
All of those things were true.
But none fully answered the question.
Richard looked down at his hands.