Chapter 7 - My sister says the company owed her
Aurelia’s lawyer, Peter Sloan, requested a formal meeting.
I refused to attend alone.
My counsel came.
So did an independent director.
Aurelia’s explanation:
She had developed the Redline partnership because our fleet sat idle during evenings.
She believed her compensation agreement allowed:
“Guest-service innovation.”
Her company handled:
Client sourcing.
Scheduling.
Concierge coordination.
Therefore she received fees.
“Why didn’t Vellari receive vehicle rent?”
She said:
“The vehicles were already company assets. I was generating brand exposure.”
My attorney almost laughed.
Did not.
“Did the board approve?”
“No formal vote.”
“Did Stefano?”
“He knew I arranged private rides.”
I did not.
Then Aurelia:
“You told me to make the fleet earn its keep.”
That sounded like something I might have said.
I asked:
“When?”
“Two years ago.”
Context?
Fleet costs had risen.
I had told department heads:
“Every vehicle should justify its operating cost.”
That was not permission to keep revenue personally.
Still, her defense had a foundation:
Broad delegated authority.
Poor controls.
Family-company informality.
Then:
“Why punish Elliot for discussing it?”
She froze.
Her lawyer answered:
“We are not discussing the child case.”
Separate.
May you like
Good legal advice.
But the answer mattered to me more than the money.
