Initially, Lord Moore believed that Jasmine’s trip to Japan was solely for discussions on cooperation. He was concerned that this endeavor might expose her to potential dangers involving both the Moore family and external parties. To safeguard her, he even considered urging Jasmine to abandon her ns for overseas expansion and coboration.


    However, he was taken aback when he learned that Jasmine had secured an impressive contract with Nippon Steel.


    Nippon Steel stands as a titan in the global steel industry, wielding significant influence. Forpanies like the Moore Group, coboration with such a giant requires them to actively seek approval and engagement.


    This process is akin to tidying one’s own bedroom before rushing to invite others to stay over. The power dynamics in such situations are skewed, making it difficult to assert oneself.


    Typically, partnerships of this nature lead to unequal agreements, where one party offers substantial funds but receives minimal returns, while the other reaps the majority of the benefits.<h3 style="background-color:DodgerBlue">


    Yet, no one could have anticipated that Jasmine would flip the script, prompting Nippon Steel to invest heavily while taking a minor stake. This unprecedented turn of events took everyone by surprise.


    During a board meeting, many members regarded this situation as mere fantasy.


    Though they hesitated to challenge Jasmine, the chairman, directly, whispers filled the room.


    Eventually, an experienced director rose to voice his concerns: “Chairman, from what I understand, Nippon Steel has never been inclined to relinquish a controlling stake. Can we be sure that they will honor the contract you referred to? Are there hidden uses or stringent conditions attached?”


    Indeed, contract pitfalls are all toomon in business dealings.<fn58ac> ?? ??? ???? ?? ???? ???? ???????s, ????s? ??s?? f?i?n?d?n?o?v?e?l?</fn58ac>


    Many seasoned investors enjoy setting traps for their partners orpetitors through contractual agreements.


    Entrepreneurs often receive generous backing from investors whenunching their ventures, fueled by aspirations for sess.


    When things go smoothly, it’s a win-win. However, if the venture falters, the consequences can be dire.


    Some investors impose unlimited joint and several liabilities in contracts, which can spell disaster for the entrepreneurs involved. Though this phrase is brief, the implications are significant enough to jeopardize the investee’s future.


    Once such a liability is signed, if the business fails and incurs losses, the investor can demand that the entrepreneur personally cover the losses and repay the full investment amount.


    Take, for instance, John Ledger, a former mobile phone entrepreneur who found himself burdened with a staggering 400 million in debt after his business copsed due to such a use.


    Countless founders have faced simr fates, being ousted from the verypanies they built with dedication, or worse, ending up bankrupt or incarcerated.


    This context left the directors anxious about whether Jasmine’s agreement contained any simr perilous stiptions.


    Without delving into details, Jasmine produced a document from her backpack. “This is the original contract I signed with Shinwa Watanabe, Chairman of Nippon Steel. What concerns do you have?”


    The seasoned director reached out for the contract, while a group of curious colleagues eagerly gathered around him.


    Even old man Moore was unable to contain his curiosity and stepped forward for a closer look at the unfolding situation.