"Exactly right," I replied firmly. "I want to own a bank. Why? Because my cash flow needs to be secure. We have a huge amount of cash from share sales and soon from these CDS. But managing that much money without our own bank is risky and inefficient. Owning our own bank means we have full control over our finances, can make large transactions without hindrance, and develop financial services for the Sundawani ecosystem."
"But Marlon," John said, "Bank BCA is the largest bank in Indonesia. Buying a controlling stake would require trillions in capital, and they might not be willing to sell."
"I know," I replied. "But those 'Wall Street vampires' surely have ways to acquire assets in Indonesia. They are experts in market manipulation, finding legal loopholes, and conducting behind-the-scenes negotiations. They have networks, influence, and methods that we don't. We will use their expertise for our own purposes."
"We will make them work for us, as part of this CDS compromise," I continued. "They will be desperate to find a way out of this crisis. They will do anything to survive. This is our chance to demand strategic reciprocity, not just cash."
Mr. Robert and his team exchanged glances. They began to grasp the scale and ambition of this plan. This wasn't just about surviving a crisis, but about leveraging the crisis to build a financial and business empire that would dominate various sectors. A faint smile appeared on Mr. Robert's face. "Alright, Marlon. We will prepare the best strategy for each of these acquisitions. This will be the most brutal negotiation we've ever conducted."
"That's good," I said. "Because in this world, the strong will survive, and the cunning will win."
The strategy meeting in Singapore continued. After I presented the plan for acquiring major sports teams and a bank, my trust fund team seemed to start getting used to the crazy scale of my thinking. They listened intently as I continued my ambitious list.
"In addition," I said, displaying another list on the screen. "I just remembered to also ask those 'Wall Street vampires' to help us buy shares in Universal Pictures and Universal Music."
Mr. Robert, my financial manager, raised an eyebrow. "Universal? That giant entertainment brand? But isn't that usually difficult for outsiders to control, Marlon?"
"Not necessarily a majority, Mr. Robert," I explained. "But we need a significant enough stake to influence decisions. For example, having representation on the board of directors, or at least being able to determine policy direction. This isn't just about financial profit."
I looked at them one by one. "I want to run the sports and entertainment business seriously. Why? Because in the coming era, this industry will have tremendous power to have a voice in public opinion. Through film, music, and sports events, we can shape narratives, influence trends, and even shape public perceptions of various things."
"Imagine," I continued. "With major sports teams and a film/music studio, we can build the Sundawani brand in the eyes of the world, and even spread the values we believe in. This is about narrative control, not just monetary gain."
"And it seems," I continued, "only these industries and technology are open to new players like us."
"What do you mean?" asked John, the typically very analytical trader.
"For industries like mining, energy, or other large plantations, they are usually dominated by old money," I explained. "They have entrenched networks, inherited concessions, and strong political lobbying. It's very difficult for newcomers, especially like us, to penetrate and compete dominantly there. But in sports, entertainment, and technology, the movement is more dynamic, innovation is more valued, and there is still ample room for new players."
The team nodded, understanding my argument. It was a long-term strategic thought that went beyond mere asset valuation.
After that, I moved on to a final, equally important point, related to the security and protection of our global assets.
"Lastly," I said, "I also ask you to help expand our security company. We already have a small one, but its strength must be doubled."
"The current security company is good enough at protecting our physical assets in Indonesia, Marlon," Mr. Robert said. "But for a global scale, it certainly requires larger investment."
"Not only that," I interrupted. "I want our security company to be able to take on more specific jobs. If possible, ask them to also take on work as mercenaries in conflict areas."
Immediately, the room fell silent. Even my father, who usually listened calmly, was slightly surprised.
"Marlon, mercenaries? That's a very risky job, and often associated with political and ethical issues," Mr. Robert said, his expression serious.
"I know," I replied. "But think about this: Sundawani will become a global entity with trillions of dollars in assets across various countries, from property, energy, technology, to media. We will operate in environments that are not always stable. Relying solely on local government security is not enough."
"Having our own trained security force capable of operating in high-risk areas is a guarantee to protect our investments and personnel," I explained. "This is not for aggression, but for defense and protecting our interests. And if there's an opportunity, we can offer professional security services in areas that truly need them, generating additional profit. This is an essential investment in self-protection."
"Those 'Wall Street vampires' have connections everywhere, even in the underworld and international politics. They definitely have a way to help us acquire or build a force like this. This is the price they must pay for our CDS compromise," I asserted. "It's all about power and influence. Money will come naturally if we have control over assets and public opinion, and the ability to protect ourselves."
The trust fund team exchanged glances, processing every word. This plan indeed far exceeded their expectations for wealth management. This was the vision of a young strategist who saw the world as a giant chessboard, ready to leverage every crisis to build his global empire.
The meeting with my trust fund team in Singapore grew more intense. After the major acquisition plans in America and England, it was now time to discuss the utilization of the upcoming CDS profits. I knew the 2008 financial storm would generate enormous profits for us.
"With estimated CDS profits likely reaching five billion USD," I said, glancing around the room, "I want the trust fund team to start planning a massive expansion in Southeast Asia."
Mr. Robert, my financial manager, took notes quickly. "Five billion USD... that's a very large sum, Marlon. What's your plan for that amount of funds?"
"I want us to build strong physical infrastructure in this region," I explained. "The top priority is establishing Sundawani offices in Southeast Asian countries."
"Operational offices?" asked John, one of the traders.
"Yes, offices that function as coordination centers, market research hubs, and bases for our projects in each country," I replied. "This is to support our overall business expansion in Southeast Asia, not just property, but also media and entertainment."
Then, I shifted to the core of my other grand plan. "Besides offices, I want us to own entertainment buildings in several major cities in Southeast Asia."
"Entertainment buildings?" asked David, another trader. "What's the concept like?"
"The concept is an integrated entertainment center," I explained. "Each of these entertainment buildings will be filled with various modern and attractive entertainment facilities."
I began to detail what should be in each building:
Octagon: "There must be an octagon, an arena for mixed martial arts (MMA). This sport will be very popular in the future, and we can hold major matches there, as well as training centers."
Cinemas: "Of course, there must be cinemas with the latest technology. We have shares in Universal Pictures, so this will be a perfect outlet for our films, as well as popular entertainment."
Boxing Ring: "Besides MMA, I also want an international standard boxing ring. Boxing is a timeless sport that always has loyal fans."
Merchandise Store: "There will be stores selling official Sundawani merchandise, our sports team merchandise, and perhaps also merchandise from the films or music we produce."
Restaurants: "We must have restaurants offering various types of cuisine, from fine dining to casual cafes. This is to complement the visitor's experience."
Other Entertainment: "And also, various other entertainment such as modern arcade game areas, virtual reality experiences, or event spaces for concerts and small performances."
This was a vision to create a comprehensive entertainment destination that could attract visitors from all walks of life, from sports fans to film and culinary enthusiasts.
"For locations in Indonesia," I said, "if possible, I want them in Bandung, Jakarta, Jogja, Bali, Medan, and Semarang. These are large cities with very significant market potential and rapid economic growth."
"And for Southeast Asia," I continued, "at least in the capital cities of each country. For example, Kuala Lumpur in Malaysia, Bangkok in Thailand, Ho Chi Minh City in Vietnam, Manila in the Philippines, and so on."
My trust fund team began to imagine the scale of this project. Five billion USD, building offices, and dozens of entertainment buildings across the region. This was no longer just an investment; it was the construction of an empire.
"This will be a very ambitious project, Marlon," Mr. Robert said, his eyes gleaming with opportunity. "But with that much funding and the team we have, it's very possible."
"Exactly, Mr. Robert," I replied. "We will not only reap profits from this crisis, but we will use it to build Sundawani's foundation as a major player in the entertainment and property industries in Southeast Asia. We will become a destination for millions of people seeking entertainment."
The meeting continued with technical discussions about market research, land acquisition, and development strategies. I knew that with a clear vision and precise execution, Sundawani would soon be a name known throughout Southeast Asia.
The meeting with my trust fund team in Singapore became even more intense. After I laid out my ambition to build an entertainment empire in Southeast Asia, the trust fund's think tank began to present the potential threats and challenges we would face. They were experts whose job was to dissect every risk.
"Marlon, your plan is very ambitious, but we have to be realistic," said a senior analyst, displaying data on the screen. "The political conditions in some Southeast Asian countries are not very conducive. There are risks of fluctuating regulations, potential nationalization, and corruption that could hinder a project of this magnitude."
"In addition," chimed in Mr. Robert, my financial manager, "there are also risks of local competition, anti-foreign sentiment, and cultural differences that could complicate our operations in each country."
I listened to all their explanations calmly. I had anticipated all of this. The business world, especially on a global scale, is never smooth sailing without obstacles.
"Of course," I said, cutting off their explanation. "We cannot go it alone in every country. We must find local partners in each Southeast Asian country."
The analysis team exchanged glances, nodding in agreement. This was the most logical solution.
"We must share profits and ownership with the capitalists of the country where we have an entertainment center," I continued. "This is not just about facilitating permits, but also about building good relationships, sharing risks, and gaining local market insights that we don't possess."
"For example, in Indonesia," I gave an example. "We can collaborate with local conglomerates who already have networks and an understanding of the market. In Thailand, we look for strong players in the property or entertainment sector. The model can be a joint venture, or we acquire a small portion of their shares and they acquire a small portion of ours."
"But remember," I emphasized, "the control center and strategic decision-making remain in Singapore. Local offices will handle operations, but the main control stays with Sundawani."
I glanced at Mr. Robert. "I leave this to the trust fund team. Conduct thorough research to find the best partners in each country. Create clear criteria: they must have a good track record, strong connections, and a vision aligned with ours."
The trust fund team nodded; a major new task was now on their shoulders. They were reliable executors, and I trusted them to find the best way to realize this vision.
After that long and intense meeting, we dispersed. My father immediately said goodbye. "I'm heading off now, Lon. I want to go straight home, I want to see Sister Putri."
My father really missed Sister Putri, especially since she rarely came home after starting medical school in Singapore. I smiled. "Okay, Dad. Be careful on your way."
While my father left, I had another agenda. I wanted to visit the operational headquarters of one of my first investments. I took a taxi from the trust fund building. It didn't take long before I arrived at a modern building in downtown Singapore. This was the head office of the IT company I founded in 2001.
As I entered, the atmosphere immediately felt energetic. Young employees were busy in front of their computers, in a modern, creative open-space office. This company was the brain behind many of Sundawani's digital platforms, from property management systems to e-commerce platforms for our agricultural and food products.
"How's the progress on our video streaming project?" I asked the head of the development team, a brilliant young engineer. We were in the early stages of developing an independent video streaming platform, as anticipation and a complement to Google's acquisition of YouTube. I wanted to have an alternative if we ever needed our own platform.
"Running smoothly, Marlon," he replied. "The basic architecture is almost complete. We're also testing interactive features."
I walked around the office, seeing firsthand how this team worked. They were the digital heart of all my ambitions. I believed that with a trust fund team skilled in financial strategy and a brilliant IT team in digital innovation, Sundawani would become an unstoppable force in the future.
After the meeting with the trust fund team and a visit to the headquarters of my IT company in Singapore, I immediately discussed further with the head of the development team and the engineers. It was time to realize Sundawani's digital vision, which would complement our physical businesses.
"Okay, everyone," I said, holding a marker at the whiteboard. "We will create several websites simultaneously, all interconnected and supporting the Sundawani ecosystem."
I started drawing diagrams and explaining the concept of each website in detail.
1. Bingo.com: Empowering Local Marketplace
"First, we will build Bingo.com," I said. "This will be our main marketplace, an online buying and selling platform, but with a different concept."
I emphasized the crucial point: "Bingo.com will focus on local products. Every tenant or seller there must go through a strict verification process. We must ensure they are genuine local industries, producers, craftsmen, or direct farmers, not resellers."
"The goal is clear," I continued. "This is to help local industries grow and create jobs. If we only sell reseller products, much of the profit goes to the middleman. But if we support direct producers, it will increase people's purchasing power and drive the grassroots economy."
I also thought about remote areas. "For areas that might have limited internet access or digital capabilities, we will have physical galleries in nearby cities. These galleries will help tenants in remote areas manage their sales, from product photography, packaging, to shipping. So, they can still sell on Bingo.com even with minimal digital infrastructure."
2. Eureka.com: Community TV and Social Movement Documentation
"Next, we will create Eureka.com," I explained. "This will be a community TV platform, like an online community television."
"On Eureka.com, we can broadcast entertainment content owned by Sundawani Group," I said. "For example, match highlights from Sports Space, events at Creative Space, or perhaps behind-the-scenes content from our future film studio. This will be our own promotion and branding channel."
However, there was a bigger mission than just entertainment. "In addition, we will collaborate with positive movements or community initiatives. The goal is for their movements to be well-documented in the form of videos, features, or documentaries."
"This is to support important social, environmental, or cultural issues," I continued. "We will provide a platform for community voices. And of course, all this content will be affiliated with Bingo.com for its merchandise sales." For example, if there's an environmental care movement, its campaign merchandise can be sold on Bingo.com, and a portion of the profits will support that movement. This is a mutually beneficial ecosystem.
3. Ulinpedia.com: Local Community-Based Tourism
"And here's another important one for tourism," I said, writing down a new name. "Ulinpedia.com." (Ulin is a Sundanese word meaning to play or travel.)
"Ulinpedia.com will be a platform that helps local communities sell tours or trips in their areas," I explained. "For example, a village at the foot of a mountain that has a beautiful waterfall, but not many people know about it. The local community there can create their own trekking or homestay packages, and we help promote and sell them on Ulinpedia.com."
"This will directly increase the income of local communities," I said. "Tourists can find authentic experiences not found at large travel agencies, and the money goes directly to the local community. This is about empowering them."
4. FolkMarket: Local Artisan Retail Brand
"Finally, we will have FolkMarket," I said. "This is a brand for physical stores, similar to the City Surf concept abroad, which gathers various products from local artisans."
"FolkMarket will be a showroom and retail store selling unique products from all regions," I explained. "From handicrafts, traditional textiles, unique furniture, to art products. This will elevate the dignity of regional artisans and provide them with a wider market."
"And all products sold at FolkMarket, of course, can be affiliated with Bingo.com," I added. "So, people can see the product directly in the store, then if they want to buy online, they can go to Bingo.com. Or vice versa, see it on Bingo.com, then if they want to see the item in person, they can go to FolkMarket."
My IT team listened with great enthusiasm. This was a vision for a comprehensive digital ecosystem, not only profit-oriented but also having a strong social impact.