this for him.
I didn’t respond.
Instead, I worked.
The invoices were worse than I expected. DMR Strategies had billed Vale Grand Hotels nearly $640,000 in eighteen months for “vendor optimization.” Daniel had no consulting staff, no office, and no relevant experience. Yet every payment had been approved by one person: his fiancée, Sophia Vale, director of brand partnerships.
Then my auditors uncovered another layer.
Daniel had pressured three smaller cleaning vendors to inflate their bids so my company would appear overpriced when our contract came up for renewal.
