Chapter 8: The Dallas Gambit - Success Scenario The ceiling of the cheap hotel room in Richardson, Texas, was a flat expanse of acoustic tile. Martin woke up before the 7 AM alarm, the silence broken only by the distant sound of traffic from the highway interchange outside. He lay there for a minute, completely still, then sat up. The weight of the pending judgment, the three dollars and sixty-eight cents in his bank account, and the forty years of failed attempts pressed on him with immediate clarity. This meeting wasn't just another pitch; it was the final one that mattered. He got out of bed, heading straight for the small bathroom. The shower was adequate, generating enough hot water to wash away the feeling of sleeping in his clothes. As he dressed in the single pair of decent pants and one of two shirts he had packed, Martin went over the presentation one last time. Everything was on his laptop, organized into specific folders for Lone Star Department Stores. He needed coffee, but the hotel room coffee machine looked suspicious, and spending his remaining cash on breakfast wasn't an option. Martin drank a glass of tap water while opening his laptop on the small desk. The clock showed 7:48 AM. He had a little over two hours before the 10 AM meeting. Martin reviewed the supplier portfolio, focusing specifically on the three product categories Patricia Hernandez had mentioned: handwoven textiles, ceramic dinnerware, and custom woodwork. He knew the numbers cold, understanding the wholesale pricing, the minimum order quantities, and the lead times for each manufacturer. The presentation looked professional, presenting depth and reliability that his platform, in reality, hadn't yet achieved. He spent twenty minutes rehearsing his response to the inevitable questions about quality control. He needed to sound confident when outlining the three-tier inspection system, even though it was completely theoretical and he had zero resources to implement it. He practiced explaining that the system relied on manufacturer self-certification backed by robust contractual penalties for non-compliance, supplemented by random sampling protocols managed by the platform, and culminating in final retailer approval before payment release. It sounded complicated enough to be convincing. The other major obstacle would be the discussion of cash flow and payment terms. Lone Star Department Stores, a chain operating fifteen locations, would expect Net 30 or Net 60 terms, which meant Martin's platform would need to pay the manufacturers upfront deposits and then wait months for the retailer to pay the balance. The platform had no working capital to handle those terms. Martin decided his strategy was to insist on a 50% upfront deposit from Lone Star Department Stores, which would be immediately wired to the manufacturer, covering the production cost. The platform would take its 10% commission only after the final payment was made by the retailer. He structured the proposal to emphasize that this payment schedule supported small artisans, ensuring they had the capital required to produce the bulk orders Lone Star required. At 8:30 AM, Martin packed his laptop into his duffel bag and checked out of the hotel. He drove his car north toward Richardson. The traffic was light on a Friday morning, which was helpful. He arrived at the Lone Star Department Stores headquarters complex with thirty minutes to spare. The building was modern, a large structure of glass and steel surrounded by meticulously maintained landscaping. It looked like a place that spent two hundred thousand dollars on home goods without thinking twice. Martin parked his car in the visitor lot, reviewing his appearance in the rearview mirror. He looked tired, but the shirt was clean, and his posture was straight. He grabbed his laptop bag and walked toward the entrance. The lobby was expansive, with polished concrete floors and abstract art on the walls. Martin checked in at the security desk, confirming his 10 AM appointment with Patricia Hernandez. The security guard issued him a temporary badge and directed him to the sixth floor. When Martin stepped off the elevator, a receptionist directed him to a waiting area furnished with comfortable leather chairs and modern tables. Five minutes later, Patricia Hernandez walked into the waiting area. She was tall, impeccably dressed, and looked to be in her late forties. "Martin Shaw?" she asked, offering a firm handshake. "Patricia Hernandez, Regional Purchasing Director. Thanks for coming all the way to Dallas." "Thanks for having me," Martin said, following her down a long corridor to a conference room. The conference room was smaller than the waiting area, with a large screen dominating one wall and seating for eight around a mahogany table. Patricia offered him coffee, which Martin accepted, even though he had less than four dollars in his account. He needed the caffeine for the performance he was about to give. "I reviewed the supplier portfolio and the supplementary material you sent yesterday," Patricia began, taking a seat across the table from Martin. "I'm genuinely impressed with the range and depth of your network. Finding reliable, quality artisans who can handle volume is difficult." "That's exactly what the platform is designed to solve," Martin replied, opening his laptop and connecting it to the display screen. He launched the presentation he had meticulously prepared. The meeting started with a brief overview of the platform's mission and capabilities. Martin spent most of the first hour focusing on the three requested product categories. He showed detailed images of the handwoven textiles, explaining that the manufacturers could produce three thousand units per month across various designs, with wholesale pricing that allowed for a healthy retail margin for Lone Star. He transitioned to the ceramic dinnerware, highlighting one manufacturer that specialized in high-end, durable stoneware capable of fulfilling orders for twenty-five hundred sets within a six-week lead time. Finally, he presented the custom woodwork, showing the capacity for high-volume production of specialized cutting boards and decorative boxes suitable for the holiday season rollout. Patricia watched the presentation carefully, interrupting Martin with precise, pointed questions. "The stoneware manufacturer," she asked, pointing to a slide showing a minimalist dinner set. "What is their defect rate on previous bulk orders? We can't risk a significant percentage of damaged goods arriving at the distribution center." Martin didn't have historical defect rate data, but he needed an answer. "Our platform requires manufacturers to adhere to a less than one percent defect rate for any bulk order exceeding five hundred units," he stated, relying on the theoretical quality assurance framework he had devised. "Any deviation from that standard triggers contractual penalties, and we replace the defective inventory at the manufacturer's expense." "How do you vet new manufacturers for quality?" "It's a multi-stage process," Martin explained, maintaining eye contact. "We require samples of previous work, perform site visits or virtual inspections where possible, and mandate that they provide verifiable trade references. Only manufacturers who meet our rigorous standards are approved for Lone Star Department Stores contracts." He glossed over the fact that site visits were usually impossible and his vetting mostly consisted of reviewing online photos and contacting the manufacturer. Patricia nodded slowly, appearing to consider the answer. "Let's talk logistics. If we place a $200,000 order today, spread across these three categories, what's the realistic fulfillment timeline, door-to-door to our distribution center in Fort Worth?" Martin knew the two-hundred-thousand figure was the maximum projection, but he addressed the question as if it were a guaranteed order. "The initial production run would take approximately six weeks, depending on the specific product mix. Allowing for quality inspection and transit time, you'd be looking at a total of eight to ten weeks from contract signing to delivery at your Fort Worth center." "That's too long," Patricia countered immediately. "We need inventory on the shelves by mid-January. We need four weeks, max, for the initial pilot order." The four-week deadline was problematic. Most manufacturers needed at least six weeks for bulk production. Martin couldn't promise what the manufacturers couldn't deliver, or the deal would collapse immediately when the first timeline was missed. "Four weeks is aggressive for custom artisanal products," Martin responded, keeping his tone measured. "However, if the order volume is reduced for the pilot, focusing only on products where we have available inventory or manufacturers with immediate capacity, we can definitely meet that timeline." Patricia leaned forward, resting her elbows on the table. "I'm interested in the feasibility of a pilot order. Let's say fifty thousand dollars, focused entirely on the ceramic dinnerware and the handwoven throws. Can you guarantee delivery on those items within four weeks of contract signing?" Fifty thousand dollars. That meant five thousand dollars in commission. That would cover the judgment debt with a significant buffer. "We can meet the four-week timeline for a fifty-thousand-dollar pilot order on those two specific categories," Martin confirmed, already mentally reviewing which manufacturers had the quickest turnaround times. He was committing to something difficult, but necessary. The conversation shifted to contract terms and payment structures. Patricia presented Lone Star's standard purchasing agreement, which mandated Net 60 payment terms. "Net 60 is standard for our wholesale suppliers," Patricia stated. "We pay sixty days after delivery and successful inspection." "I understand that's your standard," Martin said, pushing back gently. "But the manufacturers on our platform are small, independent artisans. They operate on very thin margins and cannot finance bulk production for sixty days. Our platform's model requires a 50% upfront deposit to the manufacturer to cover material costs and labor. We can't initiate production without that deposit." "We don't typically do deposits," Patricia said, frowning slightly. "It complicates accounting and increases risk." "It's the only way to ensure these artisans can meet your volume and quality requirements," Martin insisted. "The 50% deposit goes directly to the manufacturer. The remaining 50% is paid upon delivery and inspection, Net 30, not Net 60. Our platform takes its commission only from the final payment." They negotiated the payment structure for nearly fifteen minutes. Martin explained that the 50% upfront payment was non-negotiable for the initial pilot order because it guaranteed the cash flow necessary for production. He emphasized that this structure was a benefit to Lone Star because it gave them direct access to specialized artisanal products that larger suppliers couldn't provide. Patricia finally conceded. "Fine. For the pilot order of fifty thousand dollars, we can authorize a 50% upfront deposit, provided the contract clearly outlines the quality assurance checkpoints and penalties for late delivery or defects. The final 50% will be paid Net 30 upon delivery and inspection." Martin felt a rush of adrenaline. He had secured a verbal commitment for fifty thousand dollars. "That structure works perfectly," Martin confirmed. "We can provide the contract draft immediately." "I want to review the final contract terms next week," Patricia stated. "But consider this a verbal commitment for a fifty-thousand-dollar pilot order, focused on the ceramic dinnerware and handwoven throws, contingent upon a favorable review of the final contract and legal documentation. We need that contract on my desk by Monday morning." The meeting concluded at 11:30 AM. Patricia walked Martin back to the elevator, reiterating the urgency of the Monday deadline. "I look forward to seeing the contract documentation," Patricia said. "If this pilot goes well, we will proceed with the full two hundred thousand rollout for the spring." Martin stepped into the elevator, the verbal commitment echoing in his mind. Five thousand dollars in commission was enough to pay off the $12,347 judgment. He needed the deposit to process immediately. He walked quickly through the lobby, his focus entirely on getting back to his car. Once inside the vehicle, Martin pulled out his phone and immediately called the associate attorney for Jennifer Marks. He didn't bother trying to reach Jennifer, since she was out until Monday. The phone rang twice before a professional voice answered. "Browning, Lewis, and Chen. You've reached Steven." "Steven, this is Martin Shaw. I'm calling regarding the judgment filing for Chen Manufacturing versus Shaw," Martin said, his voice steady. "I've just closed a significant deal in Dallas. I have a firm commitment for a fifty-thousand-dollar pilot order, which translates to a five-thousand-dollar commission. The contract is being finalized today, and the deposit is expected within seven business days." "Mr. Shaw, that doesn't change the fact that we filed for garnishment yesterday," Steven replied, his tone flat. "The judgment is enforceable against your personal assets now." "Listen to me," Martin insisted. "Pursuing the garnishment now will only recover three dollars and sixty-eight cents, which I can assure you is all that remains in that account. It will completely eliminate my ability to process the incoming deposit and fulfill this contract. If I cannot fulfill the contract, the commission evaporates, and you will be forced to pursue bankruptcy proceedings for pennies on the dollar." Martin paused, letting the silence settle. He was bluffing, but the logic was sound. David Chen didn't want a bankruptcy proceeding; he wanted the twelve thousand dollars. "However," Martin continued, "if you agree to a temporary stay on all collection activities for seven business days, I can guarantee full repayment of the twelve thousand three hundred forty-seven dollars, plus any accumulated interest and fees, upon receipt of the deposit. I will wire the entire amount directly to your firm's escrow account." "I cannot authorize a stay unilaterally," Steven said. "I need to review the details of this contract and consult with Mr. Chen." "I am sending the preliminary contract commitment letter and the meeting summary immediately," Martin said, already drafting the email on his laptop. "But time is critical. If that garnishment hits, this deal is dead, and everyone loses. I am asking for seven days. That's all." "Send the documentation," Steven instructed. "I will review it and get back to you." Martin ended the call and quickly drafted an email to Steven, attaching the preliminary commitment documentation he had just created, which outlined the $50,000 pilot order, the 50% deposit requirement, and the $5,000 commission. He also included the meeting summary confirming the four-week delivery timeline. He sent the email before driving out of the Lone Star parking lot. He needed to get to the airport immediately. His return flight was scheduled for 7:15 AM Saturday, but he realized he could try to catch an earlier, late-afternoon flight if one was available, even if it meant sleeping in the terminal. He had hours to kill and critical work to do before that Monday contract deadline. Martin drove back toward Dallas Love Field airport, using the navigation system to find the route. While driving, he focused on the next immediate steps. He needed to draft the full legal contract for Lone Star, and simultaneously contact the two manufacturers involved—the ceramic dinnerware artisan and the textile weaver—to confirm their capacity for the required volume on the accelerated four-week timeline. He found a small, independent coffee shop near the highway and pulled over. He needed power for his laptop and Wi-Fi access. He reluctantly used his debit card for a cup of black coffee, leaving his account balance at ninety-eight cents. Martin settled into a corner booth and opened his laptop. The first order of business was the contract. He had a basic template, but it needed to be heavily customized to reflect the specific terms negotiated with Patricia: the $50,000 order value, the 50% upfront deposit, the Net 30 final payment structure, the four-week delivery timeline, and the precise quality assurance framework. He spent two intensive hours drafting the contract, focusing on making the quality control and defect clauses watertight from Lone Star's perspective. He made sure the terms clearly stated that if the manufacturer failed to meet the quality standards, the platform was responsible for covering the loss, which was a terrifying liability, but necessary to secure the deal. At 3:15 PM, he received a short email from Steven, the associate attorney. The subject line read, "Re: Chen Manufacturing v. Shaw - Extension Request." The body of the email was brief: "We have reviewed your preliminary commitment documentation. Mr. Chen has authorized a temporary stay on all collection activities, including bank garnishment, for seven calendar days, commencing immediately. This is contingent upon the receipt of the signed contract and proof of deposit processing within that timeframe. Failure to provide both within seven days will result in immediate and full enforcement of the judgment against all accessible assets." Martin read the email three times. He had seven days. The pressure was still immense, but the immediate threat of losing his last ninety-eight cents was gone. He immediately replied, thanking Steven for the temporary stay and promising the signed contract by Monday morning. Now he could focus entirely on the contract finalization and manufacturer coordination. Martin began drafting the agreement for the ceramic dinnerware manufacturer. He needed their explicit agreement to the 50% deposit terms and the accelerated four-week timeline. He emailed the draft contract to the manufacturer, requesting immediate confirmation of capacity and terms. Next, he did the same for the handwoven textile manufacturer. The textile order was slightly larger than the ceramics, and the capacity requirements were tighter. He emphasized that this was the platform's first major department store contract and that meeting the four-week timeline was crucial for securing future, larger orders. He checked for earlier flights. There was a 7:30 PM flight back to his home city with seats available for $285. He couldn't afford it. He was stuck waiting for his 7:15 AM Saturday flight. He decided to use the remaining time to coordinate the logistics. He contacted a freight forwarder he had used in the past, requesting quotes for shipping the ceramic and textile orders from the manufacturers' locations to the Lone Star distribution center in Fort Worth. The quotes were higher than he anticipated, which meant he would need to absorb some of those costs or negotiate better rates, cutting into the platform's 10% commission. He filed that problem away for later. The priority was getting the contract signed. Around 5:00 PM, he received a reply from the ceramic dinnerware manufacturer. They confirmed capacity for the required volume and agreed to the 50% deposit terms and the four-week timeline. The manufacturer's owner expressed excitement about working with a major department store chain. The textile manufacturer replied an hour later. They also confirmed capacity and agreed to the payment terms and the accelerated timeline, noting that they would need to schedule overtime shifts to meet the four-week deadline. Martin assured them that the 50% upfront deposit would cover the increased labor costs. Martin quickly updated the master contract draft, incorporating the specific production details from both manufacturers. He formatted the document as a clean, professional PDF ready for electronic signature. The goal was to send this finalized contract to Patricia Hernandez early Monday morning. With the core work complete, Martin drove to the airport. He parked his car in the long-term lot, retrieving his duffel bag and laptop. He had almost twelve hours until his flight. He found a quiet corner in the terminal, settling down to wait. He opened his laptop one last time, reviewing the signed agreements from the manufacturers and the finalized contract for Lone Star. He had taken the platform from zero credibility and pending bankruptcy to securing a $50,000 pilot order in less than forty-eight hours. The commission of $5,000 was sufficient to satisfy the $12,347 judgment, provided the deposit processed immediately. He would need to negotiate the rest of the debt structure with David Chen and his attorney, potentially using future commission revenues as leverage, but the immediate crisis was stabilized. Martin spent the next few hours contacting the manufacturers again, outlining the next steps: they needed to be ready to receive the 50% deposit wire transfer by the end of next week and immediately begin material procurement to meet the tight deadline. He emphasized that the platform would facilitate all communication with Lone Star and manage the logistics, which was another critical service that justified the 10% commission. His phone showed 10:45 PM. Martin closed his laptop. He had done everything possible. The platform had its first significant, viable contract after forty years of attempting new ventures. The entire survival of the platform now depended on the final contract review by Lone Star and the subsequent deposit wire. Martin leaned back against the hard plastic chair in the gate area, momentarily stabilized in the eye of the financial storm. He had a signed commitment from two manufacturers and a seven-day reprieve from the judgment enforcement. He needed to finalize the necessary legal documents with the manufacturers and the retailer to coordinate the initial production run, securing the platform's first significant, viable contract and momentarily stabilizing his financial crisis.