And a new employee advisory committee was established to raise operational concerns before they became crises.
Not every decision was popular.
Some investors complained.
A few managers disliked the additional oversight.
But the chairwoman remained focused.
She didn't want a company that appeared strong only while everything went perfectly.
She wanted one that could withstand pressure.
Meanwhile, the independent investigation continued.
The chief financial officer's records revealed additional concerning transactions.
Payments made to consulting intermediaries were associated with internal expense approvals that had not received the required oversight.
Some invoices appeared to describe work that was never fully completed.
Others contained overlapping charges.
Several were connected to development proposals that assumed the hotel partnership would be finalized.
The chief financial officer explained that he believed the agreement was essentially certain.
He had therefore authorized preliminary spending intended to secure favorable locations and consultants.
The investigator asked why he had not disclosed those commitments clearly to the board.
He hesitated.
Then admitted he feared the chairwoman would delay expansion.
The admission was significant.
He had begun treating the required approval process as an obstacle rather than a safeguard.
But the most troubling discovery involved a personal consulting arrangement.
A company controlled by a relative of the chief financial officer had received payments from an outside advisory entity connected to the proposed hotel expansion.
The chief financial officer acknowledged the family connection.
He insisted the services were legitimate.
The investigators requested supporting records.
Those records did not adequately explain the work performed.
The situation required additional legal review.
The chairwoman received the findings in a confidential briefing.
She felt sick.
The chief financial officer had been with the company for nearly six years.
He had attended family gatherings.
Worked closely with her father.
Helped manage finances after her mother's death.
She had trusted him.
Now the evidence suggested he had allowed personal interests and unauthorized commitments to interfere with the company's governance.
She asked the investigator whether fraud had been established.
He answered carefully.
"Not conclusively. There are serious discrepancies and unresolved questions."
She nodded.
"Then describe them accurately."
The investigator agreed.
She continued.
"Don't accuse someone of crimes we haven't proved."
He looked toward her.
"Understood."
The company terminated the chief financial officer's employment after completing the relevant internal process concerning undisclosed conflicts and unauthorized commitments. The disputed transactions were referred to the appropriate legal and regulatory authorities for further examination.
The chairwoman did not celebrate.
She returned to her office afterward.
Closed the door.
And cried.
Not loudly.
Not for long.
But enough to release some of the exhaustion she had been carrying.
She thought about her mother.
About the man who had worked beside her father.
About the family dinners.
The birthday celebrations.
The years of apparently loyal service.