Blackstone Code-Chapter 528: The Bank’s Grip

Lynch originally planned to speed up acquiring those factories.
Many saw these factories as burdens, but Lynch didn’t. Instead, he had found a way to make them profitable.
Sometimes capitalists—even the best—aren’t as skilled as Lynch in the
money for money
game. Only those in his realm understand how to use a hundred Sol to satisfy more people’s desire for that hundred Sol.
Though he couldn’t inspect the factories in person right now, he could still conduct investigations.
That morning, after saying goodbye to Vera, Lynch went straight to the Sabin City branch of Golden Exchange Bank—a city-level, directly managed branch, not a local one on a small street.
The bank manager personally greeted Lynch. Now a major client, Lynch’s rank in the bank had been elevated to just below the main board members—the third highest tier.
Even the branch manager held a lower rank internally, so he stepped out to meet Lynch.
As Lynch’s convoy slowly stopped by the curb, the manager, shivering in the cold, opened the car door for him. Onlookers and bank staff cast envious and admiring glances at Lynch. He seemed to hear their unspoken thoughts: “Rich, damn lucky!”
Lynch removed his gloves, revealing his soft, fair right hand. When he extended it, the manager finally shook it, then quickly released it, not wanting his cold, stiff hand to spoil Lynch’s impression. His smile masked the blue tint of frostbite creeping on his face.
“This is my duty,” the manager said. “Both the state and headquarters have issued directives. Thank you, Mr. Lynch, for your support in Nagaryll.”
Lynch wasn’t the only senior partner backing Golden Exchange in Nagaryll, but the bank couldn’t downplay his role just because others also contributed.
They raised Lynch’s rank internally and officially recognized his help, signaling Golden Exchange’s firm foothold there and the unprecedented growth in business. This also stirred regret among those who hesitated to join earlier.
Reaching this level of influence was far beyond many.
“Let’s go inside. It’s too cold out here,” Lynch said, patting the manager’s arm, who eagerly agreed.
They walked into the bank side by side. As Lynch entered, nearly every employee stopped their work and stood to watch him.
Even some unaware customers awkwardly stood up, wondering if they should bow like the staff.
The manager quickly led Lynch to a private elevator reserved for executives—branches and state offices often mimicked such privileges.
Inside a warm room, the manager’s expression eased, and he served Lynch a coffee before sitting beside him.
“Mr. Lynch, how can Golden Exchange assist you?” he asked, deliberately using the bank’s name rather than
I
or
Sabin City branch
, since the branch didn’t represent the entire bank.
Lynch got straight to the point. “I want to review some companies’ financial and debt records.”
The manager was stunned. Financial, debt, and asset information were filed by three agencies: the bank, the tax bureau, and the local social services office. None made this data publicly or individually accessible due to confidentiality laws—disclosure required approval and was tightly controlled.
Lynch’s blunt request to access such sensitive data was unprecedented. The manager had never even heard of it.
“That’s not really standard procedure,” the manager explained with a wry smile. “Such information is non-public. We’d need to apply for an administrative order and notify the companies. It can’t be approved quickly.”
Lynch was unfazed. “Feel free to call, but trust me—it’d be easier just to hand me the files.”
The manager hesitated. He understood Lynch’s implications and had ed concerns up the chain, but decisions from higher-ups could drag on for a long time. If they approved, others would get the credit; if they delayed or refused, they risked Lynch’s displeasure or being seen as incompetent. This put the manager in a dilemma.
“These are small, insignificant companies,” Lynch said calmly. “Once I acquire them, they’re mine. I just want to check my own future holdings’ financials in advance.”
His tone was more negotiating than demanding, but the manager sensed firmness beneath it.
After a moment’s thought, the manager sighed. “Please don’t share this with others. It really doesn’t follow regulations.”
Repeating this didn’t mean it violated principles, but emphasized the manager’s authority after deciding to cooperate.
Lynch nodded slightly. “I know someone else might not understand, but thank you for your cooperation.”
Soon the manager returned with the files Lynch requested, detailing company bank deposits, cash flows, debts, and mortgages.
If a company had loans, the bank’s records grew more detailed. The bank never exposed itself to risk. If it assessed a company couldn’t repay, it sued to recover funds early—despite this technically breaching loan contracts. Most people would think, why pay early? But banks had their ways.
Loan agreements required companies to state their intended use of funds—like buying raw materials or new equipment. This became the bank’s easiest way to demand repayment: if the money wasn’t used as promised, the company violated the contract, and the bank had the right to call the loan early.
If companies disputed this, the bank simply asked them to prove which expenses were covered by the loan versus their own money—a nearly impossible task. The bank always knew the truth.
That’s why Lynch came to the bank, not the tax bureau or social services.
“Thanks for your understanding and help,” Lynch said, turning his attention to the files.
These companies were small manufacturers of everyday goods—basins, buckets, pots—essential items with complete production lines and skilled workers. Their warehouses held large stockpiles of finished products and raw materials. Combined with their machinery, their assets far exceeded their market value, making this an ideal acquisition opportunity.
However, the acquisitions needed to wait a bit—to create an opportunity for Ferrell, and to reduce potential problems like reluctant sellers or renegotiations on equity shares.
Lynch carefully selected seven or eight suitable companies and set them aside. The bank manager casually glanced through them and noticed that all these companies had a certain amount of loans.