BRIDGES AND BARRIERS

The following weeks were a whirlwind of activity. Deadlines loomed, and Edward seemed more focused than ever, assigning me tasks that stretched my capabilities while Mark remained entrenched in his role as the no-nonsense traditionalist.

Our work styles continued to clash. While I gravitated toward modern approaches and innovative ideas, Mark stayed rooted in the methods that had kept Rowley Enterprises afloat for decades. His approach was cautious, and calculated; mine was bold and forward-thinking. It was a combination that could have worked beautifully if we weren't both so stubborn.

One morning, I found myself in Edward's office, presenting a proposal for a series of initiatives aimed at attracting younger clients. I'd spent the last few weeks crafting the pitch, incorporating everything I'd learned from our previous discussions and feedback.