After arriving in North America, Mainz and his team hid their identities, changed into civilian clothes, and traveled around the United States.
The United States was at this time the world's largest economy, with vast territory, a large population, abundant resources, and unique natural conditions.
Mainz was fully aware that although the British Empire still appeared to be the global hegemon, its status had begun to slowly decline after World War I. In the 1922 Washington Naval Treaty, the comparison of naval tonnage between Britain and the United States became 5:5. This treaty marked Britain's relinquishment of its uncontested global dominance, and by the time of World War II, the United States and the Soviet Union would naturally claim the position of world hegemon from Britain and France.
Of course, Germany sadly served as a stepping stone twice in this process—used and discarded in both world wars.
There was a saying among Mainz's circle: the position of global hegemon by the United States was not seized by the Americans themselves, but was handed to them by Germany in two world wars.
The purpose of Mainz's inspection of the United States was not only to carry out financial planning, but also to understand the social atmosphere, industrial capabilities, and military potential of the country.
After a month of investigation, the expressions of everyone in the delegation were serious.
Before visiting the United States, they had imagined it as a wild and backward land from over a century ago, but seeing it firsthand made them realize how far ahead it truly was.
"Germany, if this country cannot become our ally in the future, it will surely become a formidable enemy—far more dangerous than Britain or France," Mainz remarked.
Seeing that his team had gained a deeper understanding of the United States' national strength, Mainz felt relieved. Though the people he brought were not yet famous, they were the core members of his future government: individuals like Goebbels, Speer, Ribbentrop, and Walter, who would later hold high positions in the Nazi regime. Some were skilled in propaganda, others in domestic administration, diplomacy, or economics. While they did not appear to have direct military experience, Mainz understood the crucial importance of these skills, as they could greatly support Germany's future military operations.
"Your Excellency, what are your plans?" Walter, being older, was the first to speak.
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On August 1, 1919, Goldman Sachs welcomed a mysterious group of guests to its headquarters in New York City.
No one knew where these visitors came from, but the employees recognized that they were influential because Marcus Goldman, the founder of the firm, who was in his nineties, personally attended to them.
The guests stayed only briefly. Two days later, Goldman Sachs announced the acquisition of General Motors Corporation.
Although the deal's amount was not disclosed officially, sources estimated it at around $50 million—a staggering sum for the time.
The acquisition shocked the nation. Many thought Goldman Sachs had gone mad. GM was a major car manufacturer, but its valuation could not reasonably justify $50 million. For comparison, when GM previously attempted to acquire Ford, Ford demanded $8 million to deter GM, even though Ford's scale and products were comparable. How then could GM suddenly be valued at $50 million?
For a while, many investors mocked Goldman Sachs, labeling it reckless and wealthy but foolish.
However, as news spread across the U.S. and the world, Goldman Sachs' reputation soared. It became one of the most recognized and respected investment banks, its financial resources and influence now undeniable.
After completing the GM acquisition, Goldman Sachs' business grew dramatically, increasing fivefold within six months. Even if the $50 million investment seemed risky, it could easily be recovered within a year. Moreover, the acquisition promised substantial profits.
In 1919, following the end of World War I, the U.S. had profited immensely from war windfalls in Europe, dramatically boosting both government and private wealth. Rising incomes fueled demand for higher living standards, and industries such as real estate and automobiles experienced rapid expansion.
Car sales, previously sluggish, surged. Ford led the automotive industry, producing approximately 750,000 vehicles annually—more than the combined output of 17 other countries, including Britain, France, Germany, Japan, Austria, and Hungary, except the U.S.
Ford's success largely stemmed from the Model T, introduced in 1908. Its revolutionary feature was affordability: the price dropped from $800 to $200, making cars accessible to ordinary households, not just the wealthy.
The Model T sold an astounding 15 million units from 1908 until its discontinuation in 1927. Its success established the foundation for the U.S. as a car-producing nation and embedded automobiles into American life.
Mainz recognized the future potential of the U.S. automobile market. With a population exceeding 100 million, car production could reach five million annually at its peak. Even at $200 per vehicle, this represented a $1 billion market—a staggering opportunity in that era.
How could he afford to let it slip away?