Reid
The boardroom at Callahan Enterprises was silent, the kind of silence that carried weight—the calm before a high-stakes battle.
I leaned back in my chair, fingers steepled, surveying the executives seated around the long mahogany table. The Prescott merger had been months in the making, and now, we were at the point where every decision counted.
And I didn’t lose.
Not in business.
Not in anything.
I intended to keep it that way.
Mark Kingston, my CFO, cleared his throat. “We’ve run another financial analysis. The Prescott company is stabilizing, but the long-term projections are still… questionable.”
I arched a brow. “Define ‘questionable.’”
Kingston hesitated. “The brand recognition is strong, and their market share is decent. But if we don’t make some aggressive restructuri
