Chapter 319: Benefits are Exchanged

After bidding farewell to Janini, Hardy took a private jet to Las Vegas to review the local business operations.

The Hardy Hotel was as bustling as ever.

The hotel's amenities had been further enhanced, transforming it into a full-fledged tourist resort. The TV lottery draws had grown larger, with each drawing now exceeding $100,000.

Hardy inspected the construction progress at the Venetian and Caesars Palace casinos. A third of the work had been completed, and the Hardy Group's headquarters was also under construction.

Regarding the racetrack and the greyhound racing track:

The racecourse was expected to be completed within a month or two. Staff at the Hardy Hotel had already begun preliminary preparations, including hiring staff, purchasing racehorses, and liaising with various racing associations.

A grand horse race was planned for the opening, which would add another casino and a TV lottery, enriching American entertainment options.

The greyhound racing track was simpler to build and had been operational for two months.

Hardy Casino did not directly manage this venture but had entrusted it to a Los Angeles company. Previously, the Irish gang in Los Angeles had run the Greyhound Casino. After Hardy's acquisition of the gang, the greyhound racing business was transferred to Bill, who had the necessary dogs for the operation.

Upon arriving in Las Vegas, Hardy met Bill, who eagerly took him to the greyhound racing track.

A neon sign displayed several greyhounds racing, clearly visible at a glance.

The venue was modest, with seating for about two thousand people. Despite being 1949, the greyhound races were well-organized, featuring a mechanical rabbit for the dogs to chase.

The races were also broadcast on television, with each event now drawing hundreds of thousands of dollars in bets, a significant increase from the earlier underground dog racing games in Los Angeles.

Bill explained, "Boss, we have over 600 dogs here, with three races a day. Bets placed by the live audience and over the phone amount to hundreds of thousands of dollars per race. This generates more than $4 million annually in commissions."

Additionally, the money was legitimate income, with only taxes to be paid.

However, a significant portion of this revenue went to Hardy, as the greyhound racing track was owned by him, and the Los Angeles company, as his representative, paid $1 million in annual rent.

Hardy and Bill watched two races. Hardy found them less engaging than horse racing, but the enthusiastic bettors made it clear that the races were popular.

After his Las Vegas visit, Hardy traveled to Carson City, the capital of Nevada. U.S. capitals are often small cities, and Carson City was no exception.

Hardy met with Governor Madison, who was very cordial. The Hardy Group was now the largest registered company in Nevada, which pleased the governor.

"Members have discussed this privately. Although some argue against opening the lottery, more are in favor. The vote is scheduled for the end of the month, alongside two other bills," Governor Madison said.

"Governor Madison, my primary goal is to ensure that if the lottery proposal passes, the business is awarded to the Hardy Group. Our experience with the gaming industry in Las Vegas and our ownership of ABC TV gives us a clear advantage in lottery operations," Hardy stated.

In the U.S., lottery businesses are typically state-operated, with companies authorized to manage them. If Nevada passes the bill, it will follow this model.

The operating company, minus costs, typically earns about 5% of the total amount. For example, if $1 million is bet twice a week, the annual betting total would be around $100 million. Thus, the company could earn $5 million.

Although this may seem modest given the investment, it's a conservative estimate. Securing the lottery operation in Nevada could pave the way for expanding to other states, potentially increasing sales.

Annual U.S. lottery ticket sales could reach $80 billion in the future, translating to a $4 billion profit at a 5% margin. More importantly, having substantial cash reserves can be very influential.

Governor Madison was aware of Hardy's intentions. He knew that Anthony, the congressman behind the bill, was also aware of Hardy's interest.

Nevada, being resource-poor and industry-lacking, turned to legalizing gambling as a solution. Las Vegas casinos, including the Hardy Hotel and the Venetian and Caesars Palace projects, were major revenue sources for the state government.

Given Hardy's significant investments, the governor was unlikely to refuse him.

Governor Madison smiled, "I have faith in the Hardy Group's capabilities and believe it will succeed in managing the lottery. If the bill passes, I will support the Hardy Group for Nevada's economic benefit."

An informal agreement was reached. Although Hardy didn't disclose any bribes or specific amounts, both parties understood the unspoken rules of politics and business.

Governor Madison helped Hardy, and Hardy would reciprocate. This could involve supporting the governor's future political ambitions or business endeavors.

In the U.S., connections between politics and business are common. Politicians often rely on financial supporters or business collaborations for their campaigns or career advancement.

After his discussion with Governor Madison, Hardy flew to the U.S. Defense Logistics Base at Fort Belvoir, Virginia, to meet Major General Williams.

Hardy had contacted Williams beforehand, and Williams invited him to dinner, but Hardy declined.

"Let's play golf. The course we visited last time was good."

Williams quickly realized that Hardy had important matters to discuss.

"Understood. I'll book the course right away."

On the golf course, Hardy took the first shot, and the two walked slowly towards the ball, each holding a club.

"General, when President Johnson took office, I attended the event and had a productive conversation with Secretary Marshall. I also visited the Pentagon to discuss our security company," Hardy said.

Williams listened, noting Hardy's influence and connections. Hardy's support for President Johnson was well-known, and his connections were far more valuable than those of a typical grassroots politician.

Hardy then asked, "General, would you be interested in the position of Secretary of Logistics?"

Williams was surprised.

"Interested? Absolutely. What do you mean?" Williams asked, excited.

"I can help you with this. I'm about to meet with the President and Secretary Marshall. If you're interested, I can facilitate the process," Hardy explained.

The U.S. Defense Logistics Agency is directly under the Department of Defense, with the Secretary of Defense having jurisdiction. Given Hardy's relationship with Johnson, he could privately advocate for Williams.

The current logistics director would retire in just over a year, making it a prime opportunity for Williams. Hardy could arrange for the director to join the security company as a consultant, ensuring a smooth transition.

"This will take time, but it's likely to happen in the second half of next year when your boss retires," Hardy said.

The timing was ideal. President Johnson had recently been re-elected for a four-year term, and with General Marshall's military connections, appointing Williams as logistics minister was feasible. Williams, at 50, was a good fit.

"Thank you, Hardy," Williams said, genuinely grateful.

"We're friends. Friends should help each other," Hardy replied with a smile.

"Absolutely," Williams agreed.

Williams understood that Hardy's support was mutually beneficial, a common practice in politics.

After discussing politics, Williams asked, "What have you been up to lately?"

"I've launched a new supermarket chain to cover the entire U.S. I think this could be a good opportunity for the logistics department," Hardy said.

"We have thousands of suppliers, and this will expand. The logistics of supplying the military is complex. It would be beneficial to have large-scale suppliers instead of managing everything in-house."

"The Hardy supermarket chain aims to become one of the military's logistics suppliers. If there are any special requirements, we can customize our services," Hardy offered.

Williams agreed, noting the scope of the logistics bureau and its responsibility for military bases abroad. Private suppliers could alleviate some of the logistics burden.

"We are considering involving private suppliers to streamline our operations. I'll inform you when the tender process begins," Williams said.

"Thank you, Major General," Hardy responded with a smile.

Hardy then added, "We should also consider the soldiers' mental well-being and provide more entertainment options."

Williams was taken aback but intrigued. "What do you have in mind?"

"Providing subscriptions to magazines like Playboy could improve morale," Hardy suggested.

Williams was surprised but saw the merit in the idea. "That's an interesting suggestion. I'll bring it up at the next meeting."

Hardy, a businessman with a knack for finding opportunities, saw value in every detail. "Shall we continue?"

"Certainly. This shot is yours," Williams said.

The two shared a laugh and continued their game of golf, discussing business and politics as they played.