When playing football, you should call it GOAT.

Chapter 148 Mendes's Choice: The Moment He Teared Up the Real Madrid Guarantee

Mendes' smile froze on his face for two seconds, and his pupils dilated slightly.

Roy accurately captured this reaction.

His fingers rubbed the slip of paper covered in numbers inside his suit pocket.

Those were the bottom-line conditions written by Florentino himself.

He originally planned to slowly push this trump card to the center of the negotiating table, like dealing cards, after the initial pleasantries:

"Real Madrid is very sincere, Roy."

He had rehearsed his opening remarks countless times in his mind: "Number 11 is just a transitional number. After Raul retires, the number 7 jersey will be yours. Your after-tax annual salary will be the same as Zidane's (approximately 600 million euros in 2004), with a signing bonus to be calculated separately."

The most crucial weapon is image rights – Real Madrid is willing to give a base share of 50%, and can even concede up to 60% for certain commercial activities, similar to Beckham's.

What does this number mean?
Based on Real Madrid's current commercial capabilities, if Roy becomes one of the team's core players, he could earn nearly 10 million in commercial returns in just his first season.

Not to mention, this will serve as a springboard for negotiating a higher percentage of future contract renewals.

But now, these carefully crafted chips are like playing cards soaked by rain, stuck to his fingers and impossible to shake off.

He instinctively straightened his back and tapped his fingers lightly on the table—a natural reaction to a major opportunity.

The first shock: the task Florentino assigned had completely gone astray.

The second epiphany: Roy is dissatisfied with Miliacho!
The thought flashed through my mind like the winning goal in the Champions League final.

Regardless of whether I can take over, the fact that the current agent has lost power is itself intelligence worth tens of millions of euros.

After his brain completed this high-speed calculation, Mendes suddenly burst out laughing.

He put down his coffee cup a beat slower than usual, just to give himself more time to think things through.

"change?"

He deliberately pointed to the ceiling with an exaggerated gesture, "For example, reducing the transfer commission from 10% to 5%?"

This self-deprecating joke both eased the awkwardness and tested Roy's limits.

Just as Roy was about to respond, Mendes' gaze suddenly passed over his shoulder, as if he had just noticed Claire standing in the shadows.

His eyes lit up: "Miss Bertrand! Your performance in Roy's team is much better than it was with me back then."

Roy's gaze lingered on Claire for a moment.

This mathematical genius, who can calculate the transfer market more accurately than casino odds, is now quietly standing behind him.

Claire Bertrand graduated high school early with top grades at the age of 14, entered Sciences Po in Paris at 16, and graduated early from the London School of Economics and Political Science at 18. Her paper on sports transfer market strategy was adopted by Mendes' team. At 19, she joined Mendes' company and developed a player valuation model with an error rate of only 2.7%. At 21, she moved to Migliaccio's team, responsible for the commercial value management of high-value players. From the age of 23, she served as Roy's personal manager, in charge of his commercial development and image management.

Claire nodded slightly: "The basic courses you taught were very practical, for example..."

She paused deliberately for half a second, "Always have a Plan B ready."

A glint flashed in Mendes' eyes, and a knowing smile appeared on his lips.

“It seems we’re all well-prepared,” his voice suddenly became eager, “so now, perhaps it’s time to talk about Plan B?”

"Before we begin, let me confirm one thing: Miriam is completely unaware of this plan?"

Claire and Roy exchanged a glance, and the latter nodded slightly.

This subtle gesture deepened the smile on Mendes' face.

He got the answer he wanted.

Now, he has completely put Real Madrid behind him.

He had only one thought in his mind: What exactly does Roy want?
His tone became serious: "Tell me, what exactly do you mean by the changes you want?"

This direct question was both a probe into Roy's true thoughts and an assessment of the possibility of cooperation between the two parties.

“Jorge,” Roy’s voice was calm, “which do you think will be more valuable for top players over the next decade: their salaries or their commercial earnings?”

Mendes immediately formed a rough estimate in his mind:

"Based on current data, Beckham's commercial income is more than three times his salary. However, considering market volatility, I expect this gap to widen to four or five times in the next ten years. While independent brokerage firms can bring in additional revenue, their operating costs are very high."

He then cautiously added: "Operating costs are mainly limited by three aspects: First, a professional legal team is needed to handle contract compliance issues around the world, with legal fees alone starting at 200 million euros per year; second, a complete business development network must be established, with resident teams in the three major markets of Europe, America and Asia; and third, the cost of maintaining the player's personal brand, including hidden expenses such as public relations crisis management and image packaging."

He changed the subject abruptly, asking tentatively, "So you're planning to set up your own agency entirely on your own?"

He then naturally highlighted his advantages: "I have a mature cooperation network in 23 countries around the world, and my existing legal team can be shared, which can help you save at least 60% of your operating costs. More importantly, I have ready-made brand cooperation channels, from Nike to Pepsi and Coca-Cola, which can be connected at any time."

Roy nodded slightly: "Speaking of Nike, I must thank you for making the connection in Portland."

"The incentive clauses in that performance-based agreement now appear to be mostly complete."

Mendes' eyes lit up.

Roy not only knew he had been involved in the negotiations with Nike, but also remembered the specific details of the terms.

This suggests that Roy is intimately familiar with every aspect of the business.

"Coca-Cola's side."

Mendes was about to showcase his resources in this area when Roy interjected, "They are indeed better at event sponsorships, so they signed a basic contract first. However..."

Roy took the documents Claire handed him and said calmly, "Coca-Cola isn't as good at telling player stories as Pepsi. But our approach is simple: turn existing growth experiences into marketing material."

"I'll provide them with ready-made stories!"

This response surprised and excited Mendes.

Surprisingly, Roy has gone so far as to advise brands on business models.

What's exciting is that if this young man can even make up for Coca-Cola's operational shortcomings, then the value of the existing channels he has might be able to fetch a better price in this collaboration.

Roy tapped the table lightly: "Let's go back to the original question."

He turned to Claire, “You explain this business model in detail.”

Claire opened her laptop and pulled up a set of data charts:
"Let's look at the data from 2004. At that time, the highest salary in football was Beckham's 6.8 million euros after tax, but Beckham's commercial income last year had already exceeded 20 million euros. The difference is nearly three times."

“There are three key variables: First, the Champions League broadcasting rights double every five years, which means club revenue will continue to grow; second, the Asian market is less than 30% developed, and the premium space for sports brands in China alone is at least five times; third, social media will completely change the endorsement model, and in the future, players may directly monetize their fans.”

“保守估计：到2014年，顶薪球员工资能达到税后1200万欧元，但商业收入可能将突破8000万欧元。差距会拉大到6.7倍。如果球员拥有自主经纪公司，还能额外获得20-30%的溢价收益。”

"The real goldmine lies in image rights derivatives. Let's say a top player sells 100 million T-shirts with his image on them every year, taking a 5 euro cut from each one. That's 500 million euros in pure profit—and there's absolutely no need to share it with the club."

"So the answer is obvious: in the next ten years, the value of commercial revenue will be at least 5 to 8 times that of wages. Whoever controls the commercial development rights will control 90% of the industry's profits."

Mendes stared at the data on the screen.

These figures are staggering—if the predictions are accurate, the profit structure of the brokerage industry will be completely transformed over the next decade.

What shocked him even more was that Roy and Claire had already calculated so far ahead.

He suddenly let out a long sigh of relief, and his tense shoulders relaxed.

Now he understood: Roy wasn't looking for a new agent, but for a business partner.

This young man doesn't want a traditional agent, but an ally who can provide resources and jointly explore new markets.

Claire watched Mendes deep in thought and suddenly remembered that late night three months ago.

Roy's prediction on the whiteboard at the time: The mobile internet boom in 2007 and the rise of social e-commerce in 2010.
She glanced furtively at Roy, who was drinking coffee.

This young boss has a more accurate grasp of business trends than Wall Street analysts.

The concept of "virtual goods" that he casually mentioned last week was discussed in a Silicon Valley venture capital report this morning.

If this guy went into investment banking, he'd probably have made enough money to last ten lifetimes.

Claire sighed silently to herself.

As she bent down to organize her documents, she noticed a note in the corner of her notebook: "In the next ten years, a player's greatest asset will not be his feet, but his statistics and his stories."

Looking back now, the value of that statement may exceed the entire transfer market's budget.

Claire pulled up an encrypted file and calmly analyzed it, delivering another heavy blow to Mendes' already trembling heart:
"Currently, social media is just a tool for college students to make friends, but within five years it will become a golden channel for brands to reach consumers directly. If we start planning now, we can build three core advantages."

First, directly monetize fan relationships.

"Currently, the commercial value of star players is taken by layers of agencies and brands. But in the future, players can sell merchandise directly through social media platforms, earning an extra 5 euros per T-shirt. If 100 million fans buy these products, that's 500 million euros in net profit."

Second, control over data.

“Traditional agencies don’t even have fan profiles. If we start accumulating fan data now, by 2010 we can precisely target advertisements and increase endorsement fees by more than 30%.”

Third, content control.

“Players have to match whatever TV stations broadcast. But social media platforms allow players to tell their own stories—for example, turning locker room footage into sponsor content. This kind of soft product placement can fetch 50% more than traditional advertising.”

She concluded, "For example, registering a 'Roy TV' account costs nothing now, but ten years from now, the channel's value may exceed the total value of all traditional endorsements."

"You haven't seen the more crucial point yet: mobile internet."

Roy added with a laugh:

As a time traveler, he knew that the iPhone would change everything in 2007.

"Imagine everyone will have a mini computer with internet access in their pocket within three or four years."

He lowered his voice, "When fans can buy drinks with player numbers printed on them with their phones anytime, or instantly tip for a video of a great goal, the traditional sponsorship model will be completely outdated."

Claire immediately understood and pulled up a new set of data: "According to our calculations, by 2012, sales of athlete merchandise via mobile devices will account for 60% of the total. And the advantage of starting now is..."

She quickly brought up three curves:
First-mover advantage: currently, registering a ".com" domain costs less than 10 euros per year, but in five years, domains related to sports stars could be worth millions.

The algorithm benefits early adopters of social media platforms, who receive higher system recommendation weight.

Data accumulation—three years' worth of accumulated fan behavior data—allows us to be 30% more accurate than newcomers.

Roy concluded with a startling prediction: "Most importantly, a player's commercial value in the future will no longer depend on how many championships they've won, but on how many die-hard fans are willing to pay. That's why we need to start cultivating a 'Roy brand' fan community now, even if it's just one training video a day."

Mendes realized that the astronomical endorsement deals he had secured for players over the years might not be as valuable as the information a top player posts online in the future.

He put down his pen: "I understand. What you need is not a traditional broker, but a partner who can turn business data into compelling stories."

He paused for a moment, then continued, “My value lies in knowing how to get Nike to pay a premium for a training video, and how to convert online fan clicks into real sponsorship fees. You need to build a platform, and you need someone to help you tell a valuable story on that platform.”

Roy looked at Mendes, knowing full well what this man would achieve in the future.

Cristiano Ronaldo's 5 million social media followers and the viral training videos have propelled his personal brand value to unprecedented heights.

These achievements, which were unimaginable in 2004, will all be realized by Mendes in the future.

He recalled classic cases from later generations: how Mendes turned an ordinary commercial event into a global sensation, and how he got sponsors to pay exorbitant sums for snippets of a player's daily life.

More importantly, Mendes always manages to include clauses in contracts that later prove invaluable, such as details on portrait rights in the social media age.

That's why Roy was the first person to approach him.

While everyone is focused on transfer fees and wages, Mendes understands the importance of building a completely new business model.

Now, Roy wants to work with him to bring that future forward by ten years.

The room was so quiet you could hear the air conditioner running.

Mendes tapped his fingers lightly on the table, his gaze sweeping over the document in front of Roy several times.

Finally, he took a deep breath and broke the silence: "I'm very interested, but I have two questions."

He looked Roy straight in the eye: "First, this model requires an initial investment of at least 500 million euros to build a professional team. How will the money be divided?"

"Second, if you are proven right five years from now, how can I ensure that I won't be replaced by the technical team?"

These two questions directly address the core of cooperation: the distribution of benefits and long-term value.

Claire opened her laptop and pulled up a pre-prepared cooperation agreement:
"Regarding capital investment, we suggest a 30/30 system—you contribute 30%, we contribute 30%, and the remaining 40% is resolved through pre-sale commercial contracts."

"As for long-term protection, there are two key clauses in this agreement: First, for Roy's personal business partnerships, you will have a permanent 15% share of all business partnerships introduced through your channels; second, a co-CEO system will be established, and major decisions must be jointly approved by both parties."

Claire added, "We can even separate your expertise in transfer negotiations into a separate module, while you still retain 100% control over the traditional brokerage business. The new business is not a replacement, but rather an addition." "Let's be frank."

Roy opened a three-page briefing: "The brokerage industry will undergo three reshuffles in the next ten years."

The first phase of change has begun.

"Your current model of taking a 10% commission on transfers will soon become ineffective. Look at the transfer market since Abramovich took over Chelsea; many players' market value has increased by 200% or more in a year, but the commission rate is being suppressed by the clubs. The smart approach is to learn from Barnett's Base company and separate commercial development into a separate service fee of 15%."

The second phase requires proactive planning.

"Once the new Premier League broadcasting contract takes effect, top players' commercial income will exceed three times their salaries. At that time, equity agreements should be signed. For example, if you help me negotiate a lifetime contract with Nike, I will not give you a cash commission, but 5% of the shares in your personal brand company."

The third stage is where the real gold mine lies.

"In the future, when smartphones are ubiquitous, every player will be a media company. We need to build a content team now and turn training routines into paid subscription content. Fifteen years from now, this revenue alone may exceed the total amount of traditional endorsements."

Roy's last words were:

"Do you want to continue being an expensive middleman, or become a co-founder of a future business empire?"

Mendes took a deep breath.

This collaboration means that he will be able to immediately take over Roy's transfer affairs.

Real Madrid's double commission alone is enough to buy a yacht, and they can also earn a guaranteed 10% cut in subsequent record-breaking transfers, which is a minimum of 400 million euros.

The reason why this cooperation model is so irresistibly attractive to Mendes is quite simple.

It perfectly solves the three most troublesome problems for top agents:
First, the transition won't cost you your job. Traditional agents fear being rendered obsolete by new technologies. This agreement guarantees, in black and white, that the agent's existing transfer business will be 100% retained, while also allowing them to share in the new business. It's like giving a coachman a car, but still allowing him to retain the right to the whip's profits.

Secondly, the financial design ensured a sure-fire profit. The 30% investment ratio was precisely within Mendes's psychological safety threshold, neither causing significant financial damage nor hindering his control. Even more ingenious was the 40% prepayment scheme, which essentially used the brand owner's money to mitigate risk.

Third, the innovative perpetual profit-sharing system. A 15% perpetual profit-sharing right means that even after Mendes retires ten years later, the business contracts he facilitated will continue to generate income for him. This completely changes the brokerage industry's traditional "earn money one deal at a time" workhorse model.

Claire's final addition of data was the definitive conclusion: "Based on this model, your current income will not decrease, while the new business share in five years will increase your total revenue by 2-3 times."

This is the business logic that Mendes truly couldn't refuse.

This isn't just empty talk; it's a wealth-upgrading plan proven mathematically.

Mendes stared at the terms of the agreement on the screen and suddenly realized a crucial problem.

This cooperation model is not limited to football agents at all.

Anyone with brand resources, such as an advertising agency director or a luxury goods group executive, could easily replace him.

"This approach is theoretically applicable to partners in any field. Have you contacted any other candidates?"

Roy did not answer directly: "We prioritize those with the best match in terms of industry resources."

Mendes suddenly laughed: "Give me 48 hours. I will come back with an improved plan, and I will prove that I am the most suitable collaborator in the world of football."

He only realized as he stood up that he had almost forgotten that the person sitting opposite him was an active player.

Just last week, this young man defeated Real Madrid in the Champions League.

He suddenly realized an absurd fact—he had originally come today with a letter written in Florentino’s own handwriting.

The Real Madrid president promised to give him double the commission if he could facilitate Roy's transfer.

But now, the envelope in the suit's inner pocket suddenly became meaningless.

These are all just operating within the existing football economic system.

What Roy wants to talk about is the new wealth generated by the football industry over the next decade.

“What Real Madrid can give you,” Mendes said slowly, “is just the money that already exists in the football world. But what you’re going to share now is the money that the football world hasn’t earned yet.”

Roy nodded: "Just like in 1998, nobody believed that the Premier League broadcasting rights could sell for £10 billion. And now, we have the next £10 billion, or even a billion-level, market in front of us. It's just that most people haven't seen it yet."

“In the next five years, at least 60% of the new commercial value in the football industry will come from areas outside the traditional transfer system. We need a partner who understands the rules of football and dares to break them.”

Mendes finally fully understood the nature of the negotiation.

Roy wasn't choosing a new club; he was choosing a partner for his future business empire.

The transfer commission in the envelope suddenly seemed as outdated as a ticket from the horse-drawn carriage era.

The reason why owners like Florentino Pérez and Abramovich are willing to pay any price to sign Roy is not only because he can score goals, but also because he may become the next football icon to define an era, following in the footsteps of Zidane and Beckham.

In this new game, Roy is an extremely scarce resource, while agents like him can be replaced at any time.

“It seems my choice isn’t whether or not to participate,” he said slowly, “but how to prove I deserve a seat.”

He opened his briefcase and took out a brand new folder: "Here is a list of top players that I have. If integrated into your model, it can immediately build the most advanced football business database in Europe."

Mendes knew this was tantamount to revealing all his cards.

But he knew even better that when a giant ship destined to change the industry was about to set sail, those who hesitated would only be left on the dock.

Roy stood up and extended his hand: "Jorge, it's a pleasure doing business with you."

His tone was calm, but Mendes could sense it.

This isn't just polite talk from a player to their agent; it's an unspoken understanding between the founding partners.

He turned and nodded to Claire, indicating that Claire would be in charge of handling all subsequent details.

The subtext of this statement is clear: he is about to terminate his contract with his current agent, Migliaccio, and Mendes will become his new agent in transfer matters.

But more importantly, Claire will represent him in controlling the actual operation of the business alliance.

Mendes immediately understood the significance of it.

“What about Miliacho?” Mendes asked tentatively.

"The detailed rules have been prepared."

Claire calmly continued, "The termination documents will be released after the pre-match press conference against Arsenal."

She glanced at her watch. "To be precise, 72 hours later."

Mendes raised an eyebrow slightly.

Roy chose to announce it at this time.

It's no coincidence that the hype surrounding the Champions League semi-final will perfectly overshadow a controversy over a change of agent, and everyone's attention will be focused on the performance on the field, rather than the business strategy behind it.

“My team will be responsible for building the entire business model, providing technical support and operational solutions. Therefore, my company should hold 51% of the shares in this league, while you will be responsible for player resources and execution, holding 49% of the shares.”

Mendes frowned slightly: "This proportion..."

"That's fair."

Roy interrupted him, "Players like Ronaldo and Deco are your resources, but what truly doubles their commercial value is my model. Without you, we can find other agents to work with; but without this model, the players under your management will still only earn traditional endorsement fees."

"Of course you can find another team to develop a similar business model, but there will never be another rising star in the football world who has just defeated Bayern Munich and Real Madrid in the Champions League. And no one will be willing to share the commercial benefits of the next ten years like we have."

"In the past week, the global discussion surrounding Roy's name has far exceeded the total number of discussions involving all of your players combined. This level of popularity cannot be generated by algorithms; it is earned through genuine goals scored at the Bernabéu."

He pointed to the list: "We can start with Cristiano Ronaldo as a pilot program—repackage his Nike contract using my solution, and split the extra profits according to the new ratio. Once the results are in, we can decide whether to continue."

Claire added at the opportune moment: "If the pilot program is successful, the alliance's commercial revenue is expected to exceed 1 million euros over the next five years. Do you choose to stick with that 2% equity difference now, or choose to earn an extra 5000 million in the future?"

Mendes was silent for a moment, then suddenly laughed.

"It seems I'm here for a job interview, not to negotiate."

He held out his hand, "51% is fine, but I need a guarantee that this model will prioritize serving my players for the next five years."

Roy shook his hand: "Deal. But remember, in this league, I'm both your star player and your teammate."

"From today onward, every game I play is an advertisement for our shared business empire."

Mendes pushed the folder to the center of the table and tapped the top copy of Ronaldo's contract lightly with his finger: "This data can be shared now, but there's a prerequisite: we need to sign a basic cooperation framework agreement first."

"This provisional agreement has only three core terms: First, both parties shall immediately establish a joint working group; second, an exclusive cooperation period of six months; and third, a confidentiality obligation."

"As for the specific details of cross-shareholding and profit sharing," Mendes' tone became pragmatic, "we can talk about it after we reassess the commercial value of Ronaldo and the other five top players."

Claire quickly glanced at the provisional contracts: "So for now, let's integrate these players' commercial data and spend three months getting the model running smoothly?"

Mendes opened his mouth, instinctively wanting to remind them that Roy's transfer negotiations were more important.

That's a deal that could immediately generate at least 400 million euros in commission.

But when he saw the list of players that Claire was tracing with her fingertips, he suddenly understood Roy's subtext: if this business model worked, the initial revenue sharing alone could exceed several times the transfer commission.

“Three months is enough to validate the model,” Roy added casually, as if he could read his mind. “If the pilot is successful, the transfer revenue share this summer will be a gift to the new partner.”

Mendes suddenly felt a tightness in his throat.

This young man in front of me has cleverly turned the exorbitant transfer commission that should have been his into "pocket money" in our collaboration.

Mendes stood in front of the floor-to-ceiling window in the hotel corridor, clutching the newly signed contract in his hand, and suddenly felt a little dazed.

He had only come to discuss a transfer, and the double commission promised by Florentino was still in his suit pocket.

But now, he holds a business agreement that completely changes the game.

He opened the document, and the first page was clearly marked "Top Secret".

As he looked up, the elevator doors closed, and Roy's figure disappeared behind the metal doors.

Only now did Mendes truly believe that he had bet not only on the shrewdest player in football history, but also on a business genius who was reshaping the rules of the industry.

The collaboration model between Roy and Mendes was very cleverly designed, taking into account the existing interests of traditional football agents while opening up new possibilities for future commercial development.

Simply put, it's about "dividing the cake" and "making the cake" happening simultaneously: in traditional transfer business, Mendes can act as Roy's new agent and still receive a 10% commission, so this old business remains completely unaffected; as for personal commercial development, Roy has the final say, and how much money he earns has nothing to do with Mendes.

However, for additional business collaborations introduced through Mendes' resources, a fixed 15% commission will be awarded.

The most significant innovation lies in their collaboration to develop the commercial value of the players under Mendes' management.

Mendes is responsible for attracting customers and takes 25%, Roy's team is responsible for operations and takes 35%, and the remaining 40% is saved as a development fund.

For example, if Roy's new model helps Ronaldo earn extra money, Mendes will immediately receive 100 out of the 25 million share.

They decided to establish a dedicated sports business company, NextGen, to help other players develop new commercial value, but without involving traditional transfer business and commercial endorsements.

NextGen is an abbreviation for "Next Generation".

Unlike traditional agencies (such as Mendes' Gestifute), the new company focuses on developing the next generation of models for players' commercial value: future tracks such as mobile internet, fan economy, and data monetization.

This ensures that Mendes' existing income remains intact while allowing him to immediately share in the new business revenue, while Roy maintains firm control over his brand and controls the future direction of the new company through shareholding.

Essentially, this upgrades football agents from the old model of "profiting from transfer fees" to a new ecosystem of "jointly developing commercial value."

During the thirty seconds the elevator descended, he touched the inner pocket containing the Real Madrid letter again.

That transfer commission that could have instantly earned him 200 million euros is now like an outdated train ticket.

The clause in the new contract that grants Ronaldo an immediate 25% share of any new commercial revenue could potentially generate the same amount of revenue within a week.

His driver had been waiting for a long time outside the hotel's revolving door, holding an umbrella.

He got into his car and immediately made three phone calls:
The Lisbon office was instructed to work overnight to compile all players' commercial data access permissions.

I consulted a computer science professor at the University of Lisbon for a service to quickly integrate and model my existing data.

A private account manager at a Swiss bank confirmed the allocation of €300 million in liquidity.

On the giant billboard outside the car window, Beckham is facing the road with his signature sunny smile, and the Pepsi in his hand glows with a familiar blue light in the sunset.

This scene has become part of the urban landscape. The blond-haired, blue-eyed Englishman is the perfect embodiment of the traditional football commercial era. He has taken the business model of shoe endorsements, beverage advertisements, and star posters to the extreme.

But Mendes found it amusing; Roy's collaboration proposal wasn't about dividing the existing market, but rather about reinventing a new one.

Just like in 2006, when no one knew how much Facebook was worth, Zuckerberg decisively rejected Yahoo's $10 billion acquisition offer.

(This is a supplement to yesterday's update. More chapters will be posted as I write them, totaling 2-3 chapters.)
(End of this chapter)