But the system was vulnerable to abuse.
And Graham appeared to have used it without adequate oversight.
I looked toward Marianne.
“What immediate protections do we have?”
She explained that the company had placed disputed payments under review, arranged necessary security services through independently supervised interim procedures, and begun examining whether the contractor's obligations had been breached.
We weren't going to leave the resort unprotected.
The property still had hundreds of guests.
Employees needed safe workplaces.
And legitimate emergencies could arise at any time.
But the security arrangement needed proper oversight.
I nodded.
“Good.”
Then I asked something that mattered more to me than the financial figures.
“Have we spoken with the employees?”
Vanessa paused.
“Several.”
“What are they saying?”
For a moment, she didn't answer.
Then her voice softened.
“They're relieved somebody is listening.”
I looked down.
The words hit harder than the $2.4 million figure.
Because money could be recovered, written down, or addressed through contracts and litigation.
Trust was harder.
People who had spent years learning that complaints were dangerous didn't suddenly feel safe because a new owner sent a friendly email.
They needed to see what happened when someone challenged management.
They needed to know whether the company would protect them from retaliation.
And they needed to understand that employees who reported genuine concerns weren't betraying the resort.
They were helping protect it.
I took a breath.
“Let's organize confidential listening sessions with independent facilitators. Paid time, not unpaid obligations. Multiple shifts so everyone has a chance.”
Vanessa nodded.
“Already discussing it.”
“And make sure there are channels for people who don't want to speak in groups.”
“Yes.”
I looked toward the office door.
Noah was laughing at something in the living room.
For a moment, I smiled.
Then I turned back.
“Vanessa, I don't want a cosmetic cleanup.”
Her voice became firm.
“Neither do I.”
“New uniforms and a polished statement won't fix the culture.”
“I know.”
I nodded.
“Then let's build the right one.”
Graham Bellamy was suspended from his operational duties while the independent investigation continued.
His access to certain financial systems was restricted under documented procedures, and his management responsibilities were transferred to an interim executive.
He was notified of the allegations.
Given the opportunity to respond.
And instructed to preserve relevant records.
At first, he remained confident.
He believed the company would eventually decide that dismissing a senior manager during a major ownership transition was too disruptive.
He also believed the financial discrepancies could be explained as ordinary operational complexity.
Some of them could.