Hardy discerned the veteran general's motive. He'd witnessed nurous formidable figures akin to General Nussen, immune to trivial financial temptations. They might accept perks, but they needed credible allure.
Hardy ruminated briefly before responding,
"At present, security firms worldwide mainly engage in bank and corporate security. I envision expansive opportunities for these entities."
"From my perspective, their activities can be categorized. Firstly, their core operation entails safeguarding banks, armored vehicles, vaults, and branches, besides providing security for major firms such as aviation security checks, jewelers, artworks, and auction houses. These businesses are the cornerstones of the developnt of security companies."
"Secondly, collaboration with law enforcent supplents their role, easing local security pressures and handling defendants transport and custody duties."
"Last year, we partnered with Los Angeles police, resulting in a 34% reduction in local cri. Our contribution was pronounced."
Hardy did not lie about this. Los Angeles is known as the capital of cri. Since HD Security cooperated with the police departnt, the cri rate in the entire city has indeed dropped significantly.
The most important thing is that he has the final say in the territory of the Austrians Gang and the Bill Gang. The cri in these places has decreased, and the data has naturally dropped significantly.
"Thirdly, elite security services safeguard celebrities, entrepreneurs, and politicians, and secure national corporations abroad. In certain volatile nations, local police alone cannot safeguard corporate assets."
"Fourthly, we provide prison security, supplenting guards roles. I also envisage prison privatization. Governnts fund these facilities, with operational and supervisory duties handled by managent firms."
The veteran general redirected his gaze to Hardy. His initial queries about Hardy's ideas were mundane, but the prison privatization proposal caught him off guard.
"Any further plans?"
"Yes, security firms support federal law enforcent, State Departnt, Transportation, and even Defense Departnt operations, offering security, advisory, military training, intelligence, and logistical support."
"The security company has an independent intelligence departnt. I plan to develop it into an independent and powerful intelligence company, doing risk consulting and intelligence exploration business. It can also provide strategic business information for so large companies and groups, and provide strategic analysis for multinational companies."
"Moreover, we could form rcenary groups, contributing to international peacekeeping and local governance, potentially eradicating adversaries and many more."
"And more."
Hardy elucidated, rendering the veteran general montarily speechless, for several concepts were advanced beyond his Second World War era military acun. Though he did not comprehend it all, he deed such ventures plausible.
The veteran general mused, reflecting upon the insightful youth.
Post fishing, Hardy dined at the elder general's ranch. They conversed extensively, fostering the veteran general's favorable impression of Hardy.
Post al, Hardy bade farewell and departed. Neither ntioned contract negotiations.
Two days later, General Williams phoned, informing Hardy of General Nussen satisfaction and willingness to consult with HD Security.
That afternoon, Lancer flew once more to Detroit, finalizing a consulting pact with General Nussen, representing HD Security.
HD Security now boasts an additional high ranking general to support it.
...
Lancer returned from Detroit, and Hardy took a look at the contract from HD Security and General Nussen. The contract offered a consulting fee of $20,000 per year, along with various benefits.
As for responsibilities, it required attending several fixed etings each year and providing advice to the company.
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There was also a special clause that provided bonuses for contributions to the company's developnt, with the amounts varying.
So, what counts as a contribution?
It was actually quite simple.
For instance, if the company encountered an issue, they could ask these retired generals to make a few calls and use their connections. Such actions would be considered contributions, justifying a bonus.
Blatant money for connections.
"Lancer, I have already spoken with General Williams. Each year, we'll absorb 1,000 retired officers and soldiers, and we can pick the best ones. There's no contract—just a verbal agreent between Williams and . HD Security is about to enter the fast lane of developnt."
He handed a draft to Lancer.
"This is my vision for the future developnt of the security company. There is a lot of room to expand the security company's business, we don't have to focus only on traditional services."
The draft outlined the security company's business scope, as discussed earlier by Hardy and general Nussen.
Lancer read it and looked sowhat shocked.
Private prisons. Services for the Departnt of Defense. An independent intelligence consulting company. Forming rcenary groups to participate in regional conflicts.
Hardy's vision was indeed bold.
However, upon further reflection, Lancer beca excited. If they followed Hardy's plan, HD Security would beco an incredibly powerful organization.
And he would be one of its founders.
"I will do my best." Lancer said resolutely.
...
The airline recruitnt advertisent had been out for a week, attracting many inquiries. Today was the day for the recruitnt eting, and Hardy attended in person.
A man in his forties entered the conference room and handed over his resu. Hardy glanced through it, the man's resu was impressive. He had worked at three different airlines, most recently as an assistant to the president of United Airlines.
"Mr. Moss, how would you manage HD Airlines if you beca president?" Andy asked.
The man did not hesitate and said, "Set operational goals, implent performance trics, build a team, establish a positive corporate culture, ensure the developnt of core managent skills, and maintain smooth communication with custors, suppliers, partners, governnt agencies, and banks."
The applicant spoke at length, demonstrating his familiarity with the airline business. However, Hardy had already dismissed him internally.
It was all surface level rhetoric. He might make a good assistant president, but he wasn't suitable for a pioneering president.
Several more candidates followed, including so operations directors from other airlines, managers from different companies, and even a forr vice president of Pan Am.
But after talking with these candidates, Hardy wasn't impressed with any of them.
They knew the business well, but that didn't an they could be suitable presidents.
Finally, a man in his mid thirties walked in. His na was John Franklin. He had previously been the executive general manager of a small local airline in Texas. After that airline was sold by its owner, he moved to United Airlines, where he was now the operations manager.
"Mr. Franklin, how would you manage HD Airlines if you beca president?"
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