The morning began like any other, but the tension in the office was palpable.
I arrived early, reviewing the latest reports for the expansion project. Every figure scrutinized, every projection double-checked. Yet even as I worked, a small dissonance nagged at me. Something in the emails, subtle phrasing in the internal memos, suggested interference.
By mid-morning, I confirmed it.
A rival on the board, a man named Gregor Leventis, had quietly altered some of the strategy documents, suggesting that the data supporting our expansion into heritage-driven branding was flawed. Not outright sabotage—nothing detectable at a glance—but enough to seed doubt among our investors.
I felt a flicker of irritation, but it was quickly replaced by clarity.
This was not a crisis. It was a test. And te
