Chapter 102: An Interim Chair
The gavel moved three seats to the left, and Vivian's objections began needing votes.
On Tuesday, I sat in the public row of the JISC meeting room.
I had received notice, not a family seat or a board vote.
Two folders waited on the table beneath two different seals.
The first belonged to the WMG board.
Its corporate secretary called the company session to order and read the limited purpose.
The independent directors would decide who controlled the corporate remediation agenda.
They would not decide final responsibility, damages, or Vivian's permanent title.
Vivian objected that the committee was attempting a joint removal.
Daphne asked the secretary to identify the document before answering.
“This is a WMG corporate resolution,” the secretary said.
No WCT trustee voted on it.
No nonprofit archive, donor function, or charitable program entered its scope.
The resolution named Daphne corporate remediation chair for a limited term. Its schedule listed records preservation, employee protections, vendor controls, correction processes, and implementation deadlines. It did not grant her authority over KRR's findings or WCT property.
It gave her control over the company repair calendar, implementation requests, and progress reporting.
Vivian retained her formal WMG chair title and her logged response rights.
She no longer controlled which corporate repair item reached the agenda first.
The independent directors voted.
The corporate secretary recorded the tally, conflicts, abstentions, effective time, and review date.
She then read the implementation clause twice. WMG officers had to route remediation requests through Daphne's logged queue, while Vivian retained a written objection channel that could not become a private veto.
Daphne accepted the assignment without calling it a verdict.
The WMG session closed.
The company folder remained with its own secretary.
The WCT secretary then opened the nonprofit session under a separate agenda.
Priya disclosed her prior role in sponsoring preservation and independent review measures.
The trustees considered that conflict in their own record.
Vivian repeated that one committee could not take two chairs from her.
Priya agreed with the first half of the sentence.
JISC could coordinate dates, but it could not remove anyone from either legal entity.
The WCT resolution did not do that.
It appointed Priya nonprofit remediation lead for a limited term.
Her schedule covered the memorial fund suspension, nonprofit archives, donor communications, and charitable governance safeguards. It did not give her access to company personnel files or corporate vendor systems.
She would control the charitable repair calendar, archive safeguards, and nonprofit implementation reports.
No WMG director voted on the nonprofit resolution.
No company HR, vendor, or communications system entered its authority.
The WCT trustees voted after their own discussion.
Their secretary recorded a separate tally, conflict list, effective time, and review date.
Vivian kept her formal WCT chair title.
She lost control of the nonprofit repair sequence.
The two certified resolutions reached JISC as copies, not as a merged command.
Each copy carried a different document number, custodian signature, conflict attachment, and effective receipt. The coordinator refused Vivian's request to label them one leadership transition.
JISC's coordinator placed them side by side on the public screen.
Daphne's column covered corporate implementation.
Priya's column covered nonprofit implementation.
Neither woman could cross into the other's systems by borrowing the shared meeting room.
I watched Vivian request three agenda changes.
Each request now required the relevant lead, secretary, and voting record.
My approval would not help her, and my opposition would not stop her.
Losing family influence over the agenda felt cleaner than pretending I still possessed it.
At 4:18, both secretaries issued their own certified notices.
The gavel returned to its stand, but the execution chains did not return to Vivian.
Daphne then entered the first corporate deadline.
KRR had five business days to identify every remaining gap that prevented Jonah or me from leaving the evidence cooperation.