Part 3/13:
The Unrealized Dream of Reform
Driven by this clarity, a board meeting was convened, where the protagonist presented their findings. Framing the restructuring as a performance, cultural, and value-based overhaul, they emphasized it wasn’t about punishing men but removing underperformance—linked incidentally to gender. Legally, they insisted, the firing process targeted those not meeting standards, not based on gender.
The plan was to accelerate reform, implement new policies, and reshape company culture. The protagonist felt a surge of adrenaline—this was true leadership: making bold decisions others shy away from.