We easily guessed what all this meant. Galt had no friends among the financial editors. He did not know one of them by sight or name. But Valentine knew them well, and so did those bankers who had lost control of the Orient & Pacific. The seed of prejudice is easily sown. There is a natural, herd-like predisposition to think ill of a newcomer. That makes the soil receptive.
Galt was serene until one day suddenly Jonas Gates died of old age and sin, and then I noticed symptoms of uneasiness. I wondered if he was worried about those papers I had witnessed in his private office on the day the Great Midwestern failed. The executors of course would find them.
On reaching New York Valentine’s first act was to call a meeting of the board of directors. He was blind with humiliation. First he offered a resolution so defining the duties and limiting the powers of the chairman of the board as to make that official subordinate to the president. Then he spoke.
Owing to the sinister aspect of the situation and to the importance of the interests involved he felt himself justified in revealing matters of an extremely confidential character. It had come to his knowledge that there existed between the chairman and the late Jonas Gates a formal agreement by the terms of which Gates pledged himself to support Galt for a place on the board of directors and Galt on his part, in consideration of a large sum of money, undertook first to gain control of the company’s affairs and overthrow the authority of its president.
Would the chairman deny this?
But wait. There was more. In the same way it had come to his knowledge that two other agreements existed as of the same date. One provided that when Galt had gained control of the company’s policies he would cause it to buy the Orient & Pacific railroad in which Gates was then a large stockholder. The third was a stipulation that a certain part of Gates’ profit on the sale of his Orient & Pacific stock to the Great Midwestern should apply on Galt’s debt to him. Would the chairman deny the existence of these agreements?
Still not waiting for a reply, not expecting one in fact, he offered a second resolution calling for the resignation of Henry M. Galt as chairman of the board; his place to be filled at the pleasure of the directors.
Galt all this time sat with his back to Valentine gazing out the window with a bored expression. His onset was dramatic and unexpected.
With a gesture to circumstances he rose, thrust his hands in his pockets, and began walking slowly to and fro behind Valentine.
“I hate to do it,” he said. “I like Old Dog Tray, here. But he won’t stay off the track. If he wants to get run over I can’t help it.... Those agreements he speaks of,—without saying how he got hold of them,—they are true. I had a lot of G. M. stock when the company went busted. The stock records will show it. I was in a tight place and went to Gates for money to hold on with. He laughed at me. Didn’t believe the stock was worth a dollar, he said. I spent hours with him telling him what I knew about the property, showing him its possibilities. I had made a study of it. I spoke of the Orient & Pacific as a road the G. M. would have to control. ‘That would suit me,’ he said. ‘I’ve just had to take over a large block of that stock for a bad debt.’ I said, ‘All the better. With your stock accounted for it will be easier to buy the rest.’ And so it was. But that’s ahead of the story. Gates said one trouble with the G. M. was Valentine. I knew that, too. The end of it was that I persuaded him. He took everything I had and loaned me the money. The agreement was that the stuff I pledged with him for the loan could be redeemed only provided my plans for the development of the G. M. were realized and certain results appeared. Otherwise he was to keep it. It was the devil’s own bargain. I was in a hole, remember, ... had the bear in my arms and couldn’t let go, ... and you all knew Gates.”