The McBee Valuation: A Financial Analyst’s Journey into the Heart of a Reality TV Dynasty’s Net Worth

Introduction: The Case of the Billion-Dollar Cowboy

The initial examination of Steve McBee Sr. and his family enterprise presents a compelling, if paradoxical, financial narrative.

On one hand, the McBee name is synonymous with a sprawling agricultural empire, amplified by the national spotlight of the reality television series, The McBee Dynasty: Real American Cowboys.¹

The public-facing story is one of immense scale and ambition: a 40,000-acre farming and ranching operation in rural Missouri, a diversified portfolio of companies, and aspirations of building a “billion-dollar business”.³

This narrative suggests a formidable net worth, built on the bedrock of American land and entrepreneurial grit.

However, a deeper investigation into the available data reveals a series of troubling counter-signals that fundamentally challenge this picture of prosperity.

The “billion-dollar” ambition is shadowed by reports of staggering debt, with figures cited as high as $50 million.⁵

The image of a thriving agricultural powerhouse is undercut by data suggesting the core farming entity generates a surprisingly modest annual revenue of just $1.5 million.⁷

Most critically, the entire enterprise is haunted by the patriarch’s severe legal troubles, culminating in a November 2024 guilty plea to multi-million-dollar federal crop insurance fraud, carrying the potential of a 30-year prison sentence and millions in financial penalties.⁸

This creates the central mystery at the heart of this report: How can a business be simultaneously portrayed as a potential billion-dollar enterprise and a potential financial disaster?.³

To determine the true net worth of Steve McBee Sr., one must move beyond the curated reality of television and conduct a forensic financial analysis.

This involves deconstructing the McBee portfolio asset by asset, meticulously cataloging every known liability, and applying rigorous, risk-adjusted valuation methodologies to account for the extraordinary operational, financial, and legal pressures besieging the family.

This report is the result of that investigation, a journey to reconcile the glittering facade with the precarious foundation upon which the McBee dynasty is built.

Part I: Deconstructing the Dynasty: The Asset Portfolio (The Public Narrative)

To understand the McBee financial picture, one must first assemble the asset side of the balance sheet as it is presented to the world.

This portfolio, a combination of vast tangible assets and a carefully cultivated brand, forms the basis of their perceived wealth and market presence.

The Crown Jewel: McBee Farm & Cattle Co.

The cornerstone of the McBee empire is McBee Farm & Cattle Co., described as Missouri’s largest private farming and ranching operation.⁷

What reportedly began with a modest 300-acre land purchase by Steve McBee Sr. in 1998 has expanded into a massive enterprise operating across 40,000 acres in and around Gallatin, Missouri.¹²

The operation is extensive, encompassing row crops like corn and soybeans, and a significant livestock component that includes over 2,000 head of cattle at any given time, featuring diverse breeds such as registered Charolais, commercial Angus, Longhorns, and even bison.¹⁴

A preliminary, unadjusted valuation of this asset appears immense.

Land is the fundamental store of value in any agricultural enterprise.

Publicly available data for Daviess County, Missouri, where the farm is headquartered, shows a median price per acre of approximately $7,499.¹⁹

Cash rental rates for tillable acres in the area are reported at around $165 per acre.¹⁹

If the McBee family were to own the entirety of their 40,000 operational acres, the land value alone could theoretically approach $300 million, a figure that would easily support a high net worth valuation.

However, a critical ambiguity clouds this simple calculation: the question of ownership versus leasing.

While the 40,000-acre figure is consistently used to describe the farm’s scale, it is a measure of operational footprint, not necessarily owned assets.¹³

Commentary from individuals claiming local knowledge suggests that a significant portion of this land is, in fact, leased from other owners.²¹

This distinction is paramount.

If the majority of the land is leased, the family’s primary asset is not the land itself, but the operational control and the cash flow derived from it, which dramatically reduces the asset value on their balance sheet.

The family’s own statements lend credence to a more limited ownership position.

Steve McBee Sr. revealed that he had to “collateralize all of the equity out of the farm” to finance the car wash ventures and that the “entire farm” was leveraged against the venture capital deal.¹⁶

A business cannot collateralize or leverage assets it does not own.

This implies that while they do own a core of valuable, unencumbered land, it is highly improbable that they hold the deed to all 40,000 acres.

Therefore, any realistic valuation must heavily discount the 40,000-acre figure to reflect a more conservative estimate of owned property.

The Diversification Empire: Beyond the Farm

In an effort to create new revenue streams and mitigate the inherent risks of agriculture, the McBee family has expanded into a diverse portfolio of non-farm businesses.

This strategy is presented as a savvy vertical integration and cash flow diversification play.

• McBee Meat Company & Apex Protein Snacks: This is a direct farm-to-table extension of their core business. The McBee Meat Company is a processing facility for beef, pork, bison, and other livestock, allowing them to capture more of the value chain from their own animals.²⁴ This is complemented by Apex Protein Snacks, a brand of jerky and meat sticks marketed to an outdoor lifestyle demographic.¹⁷ Together, these businesses aim to create what the family describes as a “vertically integrated, regenerative and sustainable ecosystem”.²⁴
• McBee’s Coffee N’ Carwash: This venture represents a significant move into a non-agricultural, consumer-facing business. With multiple locations across Missouri and Arkansas, the car wash chain was explicitly created to provide “consistent cash flow and margins” to offset the volatility of the farm.¹⁶
• McBee Custom Homes: Operating in the Kansas City and Western Missouri area, this entity is described as an “award-winning construction company”.²⁵ It represents a move into the real estate development sector, leveraging a different skill set and market.
• Honey Creek Ranch: This business monetizes a portion of the family’s land holdings for recreational purposes. It is a luxury hunting and outfitting operation situated on 6,000 acres, featuring two 5-star lodges and extensive amenities, catering to whitetail and turkey hunters.¹⁷

Each of these businesses contributes to the asset side of the ledger and can be valued using standard industry multiples.

Car wash businesses are typically valued based on a multiple of their EBITDA (Earnings Before Interest, Taxes, Depreciation, and Amortization), with multiples ranging from 7.5x to 12x depending on size and profitability.²⁷

Construction businesses are often valued using a multiple of Seller’s Discretionary Earnings (SDE), commonly in the 2.5x to 4x range.²⁹

This portfolio of diversified assets adds another layer of complexity and potential value to the McBee enterprise.

The Intangible Asset: The Brand Itself

Beyond tangible assets, the McBee family has cultivated a powerful and potentially lucrative brand, fueled almost entirely by their presence on reality television.

The Peacock and Bravo series The McBee Dynasty serves as a massive marketing engine, building name recognition on a national scale.¹

This fame is monetized through several channels:

• Merchandise Sales: The family actively markets a line of apparel and accessories through their website, including t-shirts, sweatshirts, and custom belt buckles, turning viewers into customers.³¹
• Media Ventures: They produce their own podcast, “Meet the McBee’s,” which further engages their audience and reinforces the brand narrative.²⁵
• Personal Brands: Steven McBee Jr.’s prior appearance on FOX’s Joe Millionaire: For Richer or Poorer first established the family in the reality TV landscape, building his personal brand and paving the way for the family-centric show.³³

While difficult to quantify precisely, this brand recognition constitutes a significant intangible asset.

It drives direct sales, creates partnership opportunities, and provides a platform that is far more valuable than what a typical Missouri farm could ever achieve on its own.

The following table provides a consolidated overview of this publicly presented portfolio of assets, which forms the foundation of the McBee family’s perceived wealth.

Table 1: The McBee Portfolio of Companies

Company Name	Business Sector	Stated Purpose/Strategy	Key References
McBee Farm & Cattle Co.	Agriculture	Core farming and ranching operation; Missouri’s largest private farm.	7
McBee Meat Company	Food Processing	Vertically integrated farm-to-table meat processing and sales.	24
Apex Protein Snacks	Consumer Packaged Goods	High-protein meat snacks for an outdoor lifestyle audience.	17
McBee’s Coffee N’ Carwash	Retail & Services	Diversified venture to provide consistent, non-farm cash flow.	16
McBee Custom Homes	Construction	Award-winning custom home building in the Kansas City area.	25
Honey Creek Ranch	Hospitality & Recreation	Luxury hunting and lodging operation on 6,000 acres of farm property.	17
The McBee Dynasty Brand	Media & Merchandise	Leveraging reality TV fame for apparel sales, podcasts, and brand equity.	3

Part II: Cracks in the Foundation: Debt, Deception, and Desperation

While the asset portfolio paints a picture of a sprawling and diversified empire, the liability side of the balance sheet reveals a structure under immense and potentially fatal strain.

A closer look at the family’s own statements and available financial data uncovers a narrative of overwhelming debt, questionable financial reporting, and high-stakes gambles that challenge the story of success.

The Billion-Dollar Question vs. The $1.5 Million Reality

A profound contradiction lies at the heart of the McBee financial story.

The family and the show’s marketing frequently tout the ambition of becoming a “billion-dollar business,” a goal they hoped to achieve through a massive venture capital deal worth over $100 million.³

This figure creates an aura of extreme wealth and limitless potential.

However, this aspirational number is starkly at odds with third-party data from the business intelligence platform Growjo, which estimates the annual revenue of the core entity, McBee Farm & Cattle Co., at just

$1.5 million.⁷

This chasm between ambition and reported reality is too vast to be a simple discrepancy.

It suggests a form of “Hollywood accounting,” where the narrative presented for public consumption is disconnected from the underlying financial fundamentals.

The billion-dollar figure is not a statement of current valuation; it is a forward-looking projection entirely contingent on successfully securing the nine-figure venture capital investment.

The family is, in effect, marketing a future, best-case scenario as if it were a present-day reality, a common strategy to generate hype and attract investors.

The more sober $1.5 million revenue figure likely pertains only to the specific legal entity of “McBee Farm and Cattle Co.” and would not include revenues from the other, separately incorporated businesses like the car washes or home construction company.

Nonetheless, for a 40,000-acre operation, this level of revenue is exceptionally low and points to either extreme operational inefficiencies or a business model that is not generating the cash flow expected of an asset of its scale.

This disconnect reveals that the family’s high-valuation narrative is built not on current performance, but on the hope of a massive external capital injection—a hope that is now in serious jeopardy.

A Mountain of Debt

The most significant crack in the McBee foundation is its staggering debt load.

On-air, the family has acknowledged being “$50 million in debt”.⁵

This figure is compounded by an immediate and pressing crisis: a looming

$6 million payment that became due after the much-needed venture capital deal collapsed, putting the farm at risk of foreclosure.³⁵

Some online discussions, citing insider knowledge, place the total debt figure even higher, closer to $70 million.²¹

This mountain of debt reframes the family’s diversification strategy.

The expansion into car washes was not a luxury or a sign of a thriving core business.

By Steve Sr.’s own admission, it was a move of necessity because the farm’s finances had been “so hard and such a struggle” for the past several years, and they desperately needed a source of “consistent cash flow”.¹⁶

To fund this new venture, he made an incredibly high-risk decision: he “had to collateralize all of the equity out of the farm”.¹⁶

This reveals a dangerous financial feedback loop.

The core agricultural business was underperforming, so to compensate, they took on substantial new debt, leveraging their primary asset to enter a capital-intensive industry where they had little prior experience.

This “diversification trap” did not reduce risk; it amplified it, piling new liabilities onto an already over-leveraged foundation.

The strategy was not a sign of strength, but a symptom of the farm’s inability to generate sufficient cash flow to support the family’s ambitions and lifestyle.

The following table itemizes the known liabilities and financial risks that form the immense pressure on the McBee enterprise, providing a sobering counterpoint to the asset portfolio.

Table 2: Schedule of Liabilities and Financial Risks

Liability/Risk	Estimated Amount	Source/Nature of Obligation	Key References
General Corporate Debt	$50,000,000+	Stated on-air; likely bank loans and credit lines.	5
Venture Deal Fallout	$6,000,000	Immediate payment due after failure to secure VC funding.	37
Federal Fraud Forfeiture	$3,160,000 – $3,200,000	Court-ordered payment to the U.S. government as part of guilty plea.	10
Total Loss to USDA	~$4,000,000	Total economic loss caused by the fraud, with restitution to be determined.	8
Venture Capital Deal Collapse	$100,000,000+	Loss of the capital infusion needed for solvency and expansion.	3
FBI Investigation	Undetermined	Ongoing investigation with potential for further financial and legal penalties.	8

Part III: The Point of No Return: Federal Fraud and Financial Ruin

Beyond the crushing weight of corporate debt, the McBee family faces a catastrophic event that threatens to render all other financial concerns moot: the founder’s federal fraud conviction.

This is not merely another liability on the balance sheet; it is a point of no return, a multi-faceted crisis with cascading consequences that strike at the very heart of the business’s viability.

The Crime: A Multi-Year Scheme

In November 2024, Steve A.

McBee pleaded guilty in federal court to one count of conspiracy to defraud the government.⁸

The plea agreement detailed a sophisticated, multi-year scheme running from 2018 to 2020, designed to illicitly obtain millions of dollars in federal crop insurance benefits.¹⁰

The fraud was not a one-time lapse in judgment but a systematic pattern of deception.

The specifics of the crime, as outlined in court documents, are damning:

• 2018 False Reporting: McBee admitted to submitting fraudulent documents to the insurer Rain and Hail that massively underreported his farm’s crop yields. He claimed to have produced only 340,476 bushels of corn and 190,171 bushels of soybeans, when in fact his operation had sold over 1.2 million bushels of corn and nearly 416,000 bushels of soybeans. This falsification triggered approximately $2.6 million in insurance benefits and $553,000 in premium subsidies to which he was not entitled.¹⁰
• 2019 Double-Cropping Fraud: He provided false information about his 2019 soybean crop, misrepresenting that soybeans were the first crop planted in certain fields when wheat had already been harvested from them. The insurance policy only covered the first crop, making this a clear violation that resulted in improper payments.¹⁰
• 2020 Ineligible Planting: McBee’s operation planted corn after the final eligible planting date in 2020, making the crop ineligible for insurance. He then provided false planting dates to another insurer, NAU Country Insurance, to wrongfully obtain coverage and benefits.¹⁰

This pattern of deliberate fraud casts a dark shadow over the on-screen narrative of the McBee family.

During the show’s first season, Steve Sr. frequently complained about government interference, with the family feeling that “random” audits and inspections were evidence of the government being “out to get them”.⁹

In retrospect, these complaints appear to be a classic case of projection, an attempt to create a victim narrative while actively defrauding the very system they were criticizing.

The Consequences: More Than Just Jail Time

The repercussions of this conviction are severe and multi-layered.

Legally, Steve McBee Sr. faces a maximum sentence of 30 years in federal prison without parole, with sentencing scheduled for September 2025.⁸

Financially, the direct penalties are crippling.

The fraud caused a total loss to the U.S. government of over

$4 million.⁸

As part of his plea, McBee must forfeit between

$3.16 million and $3.2 million to the government, with additional restitution to be determined by the court.¹⁰

This multi-million dollar liability is added directly on top of their pre-existing $50+ million corporate debt.

However, the most devastating consequence is the domino effect this conviction has on the family’s entire financial strategy.

The McBee’s plan for solvency and their “billion-dollar” ambition was entirely predicated on securing the $100+ million venture capital deal managed by CFO Galyna Saltkovska.³

The fraud conviction effectively kills this possibility.

No reputable venture capital firm, private equity group, or institutional lender will proceed with a nine-figure investment in a company whose founder and patriarch has just been convicted of a massive federal fraud scheme.

It obliterates the company’s creditworthiness, demonstrates a catastrophic lack of internal controls and corporate governance, and raises insurmountable questions about the character and integrity of the leadership.

The already-tenuous situation is exacerbated by the deeply problematic and unprofessional relationship between Steve Sr. and the CFO, Galyna, which was a central point of conflict and instability even before the conviction.³

With the patriarch now a convicted felon and the deal’s manager entangled in the family’s personal and professional chaos, the venture capital deal is dead.

This leaves the McBee enterprise financially cornered.

They are saddled with tens of millions in existing debt, a new multi-million-dollar federal liability, and an urgent $6 million payment, but their only viable path to securing the capital needed to manage this crisis has been permanently severed by the founder’s own criminal actions.

Part IV: The Valuation Framework: How to Value a Paradox

Valuing a business as volatile, contradictory, and distressed as the McBee enterprise requires moving beyond standard methodologies.

A simple calculation of assets minus liabilities is insufficient because both sides of the ledger are distorted by media narratives, hidden risks, and the profound impact of the founder’s character.

A more nuanced, risk-adjusted framework is necessary to pierce the veil and arrive at a realistic valuation.

The Analyst’s Epiphany: The “Hollywood Set” Analogy

The most fitting analogy for the McBee business is that of a Hollywood movie set.

From the front, as seen by the television audience, it is an impressive and convincing facade: the sprawling ranch, the gleaming equipment, the image of a powerful American dynasty.

It is designed to look valuable and successful.

However, an analyst who walks around to the back of the set finds a different reality.

The impressive structures are held up by a rickety scaffolding of debt.

The wood is rotting with fraud and mismanagement.

A frantic and inexperienced crew—the McBee sons—are desperately trying to keep the set from collapsing, all while the cameras that create the illusion of value are simultaneously documenting its decay in real-time.

This analogy dictates the valuation approach.

One cannot simply value the facade.

One must value the entire precarious structure, accounting for the rot and the risk of imminent collapse.

Risk-Adjusted Valuation Methodologies

To achieve a realistic valuation, each asset class must be heavily discounted to reflect the extraordinary risks involved.

• Farmland: The valuation of the farm’s primary asset—its land—begins with the median price per acre in Daviess County.¹⁹ However, this figure must be subjected to several critical adjustments. First, a conservative estimate of
  owned versus leased acreage must be applied, drastically reducing the 40,000-acre headline number. Second, a significant “marketability discount,” which for distressed or illiquid assets can range from 15% to 35%, must be factored in.⁴⁰ This discount reflects the fact that the assets are heavily leveraged, entangled in federal legal proceedings, and may be subject to forced sale or forfeiture to satisfy liabilities, making them far less attractive to a potential buyer.
• Operating Companies:

• McBee’s Coffee N’ Carwash: While car washes can be valuable, their worth is based on a multiple of clean, verifiable EBITDA.²⁷ Given the family’s history of financial deception and the potential for commingled funds—a concern raised by observers who note a lifestyle seemingly unsupported by reported income—any valuation must be based on a
  normalized EBITDA, stripped of non-business expenses and personal draws.⁴¹ The value is further diminished by the high leverage used to acquire them, meaning the net equity is likely small.
• McBee Custom Homes: The valuation of a construction business relies heavily on goodwill and reputation within its local market.³⁰ The patriarch’s very public legal scandal and reports of a negative local perception create significant reputational damage.⁴⁴ Furthermore, the business suffers from extreme “key person risk,” as its founder and namesake is now a convicted felon. This necessitates a steep discount to any standard SDE multiple.
• McBee Meat Company & Apex Protein Snacks: These are best valued as early-stage, high-risk ventures. Without a proven track record of profitability, their value is likely close to their tangible asset value (inventory, equipment) minus any associated liabilities. Their potential is largely unrealized and highly uncertain.

The “Patriarchal Risk” Discount

Finally, a unique discount must be applied across the entire portfolio: a “Patriarchal Risk” discount.

This is a specific, quantifiable adjustment to account for the direct financial damage caused by the character and actions of Steve McBee Sr. Traditional valuation models often struggle to price in the impact of a founder’s personal behavior, but in this case, it is a dominant factor.

The justification for this discount is clear and data-driven.

Steve Sr.’s documented infidelities and chaotic relationship with the company’s CFO created profound instability and directly contributed to the failure of the single most important financial deal in the company’s history.³

His criminal fraud created a direct, multi-million-dollar liability and single-handedly destroyed the company’s creditworthiness and access to capital markets.

His reported “holier than thou” attitude and behavior have alienated the local community, eroding the intangible asset of goodwill that is crucial for any business, particularly one in a small town.³⁴

This is not merely a matter of personality; it is a series of actions with tangible, negative financial consequences.

This discount formalizes the reality that in the McBee enterprise, the founder’s character is one of its greatest liabilities.

Part V: The Final Calculation: A Net Worth Under Siege

Synthesizing the asset portfolio, the mountain of liabilities, and the necessary risk adjustments allows for a final calculation of Steve McBee Sr.’s net worth.

The result, presented across a range of scenarios, reveals a financial situation far more dire than the television narrative would suggest.

The analysis moves from the theoretical value of assets to the stark reality of their net equity after accounting for overwhelming debt and legal penalties.

The Valuation Tables

The following tables summarize the final valuation.

Table 3 presents a risk-adjusted view of the McBee asset portfolio, applying the methodologies discussed previously.

Table 4 then juxtaposes these adjusted asset values against the consolidated liabilities to calculate a net worth range.

Table 3: Asset Valuation Summary (Risk-Adjusted)

Asset Class	Gross Value Estimate (Low-High)	Applied Discount Factors	Net Adjusted Value (Base Case)
McBee Farm & Cattle Co.
– Owned Farmland & Facilities	$40M – $75M	Ownership uncertainty (assuming 15% owned), marketability, leverage, patriarchal risk.	$15,000,000
– Livestock & Equipment	$5M – $8M	Leverage, potential liens.	$3,000,000
Diversified Portfolio
– McBee’s Coffee N’ Carwash	$15M – $25M	High leverage, normalized EBITDA, patriarchal risk.	$4,000,000
– McBee Custom Homes	$2M – $4M	Key person risk, reputational damage.	$500,000
– McBee Meat & Apex Snacks	$1M – $2M	Early-stage, valued near tangible assets.	$750,000
– Honey Creek Ranch	$3M – $5M	Tied to core farm health, reputational risk.	$1,500,000
Intangible Assets
– Brand & Media Value	$1M – $3M	Heavily damaged by fraud scandal.	$250,000
Total Adjusted Assets			$25,000,000

Note: Gross Value Estimates are derived from industry standards and asset scales mentioned in source materials.

The Base Case Net Adjusted Value represents a median estimate after applying significant discounts for the extreme risk factors identified.

Table 4: Net Worth Calculation Scenarios

Financial Item	Best-Case Scenario	Base-Case Scenario	Worst-Case Scenario
Total Adjusted Assets	$40,000,000	$25,000,000	$15,000,000
Less: Total Liabilities
– General Corporate Debt	($50,000,000)	($60,000,000)	($70,000,000)
– Federal Fraud Penalties	($4,000,000)	($4,000,000)	($5,000,000)
Calculated Net Worth	($14,000,000)	($39,000,000)	($60,000,000)

Note: Scenarios vary based on the final determined corporate debt and potential for additional penalties.

The Base-Case scenario uses a median debt figure between the $50M stated on-air and the $70M rumored figure.

The Verdict: From Billion-Dollar Dream to Negative Territory

The results of the valuation are stark and unequivocal.

Even under the most optimistic, best-case scenario—assuming the lowest credible debt figures and the highest plausible asset valuations after risk adjustment—Steve McBee Sr.’s net worth is substantially negative.

The base-case scenario, which represents the most probable financial reality, places his net worth at approximately negative $39 million.

The conclusion is inescapable: the sheer scale of the liabilities, driven by decades of accumulating debt and compounded by a multi-million-dollar fraud penalty, completely overwhelms the realistic, market-adjusted value of the family’s assets.

The “billion-dollar” dream was never a reflection of reality; it was a media narrative for a business that was, and is, fundamentally insolvent.

The worst-case scenario, which considers higher debt loads and the potential for further liabilities to emerge from the ongoing FBI investigation, pushes the family’s net worth into a catastrophic hole approaching negative $60 million, a position from which financial recovery would be virtually impossible.

Conclusion: An Inheritance of Ash

The investigation to determine the net worth of Steve McBee Sr. began as a financial query and concluded as the dissection of a financial tragedy.

The public image of the McBee dynasty—a powerful, land-rich family on the cusp of a billion-dollar valuation—is a carefully constructed facade, a Hollywood set built for television.

Behind that set lies a precarious structure groaning under the weight of massive debt, crippled by the founder’s criminal actions, and teetering on the brink of total collapse.

The analysis reveals a business that systematically prioritized image over substance.

The relentless pursuit of scale and diversification was not funded by profits from a healthy core business, but by leveraging its foundational assets to the breaking point.

The expansion was a gamble to outrun insolvency, and the gamble failed.

The final, fatal blow was self-inflicted.

The multi-year crop insurance fraud was not just a crime; it was a strategic blunder of epic proportions.

It created a direct, multi-million-dollar liability while simultaneously severing the company’s only lifeline: access to the capital markets needed to service its existing debt.

This story serves as a profound cautionary tale about the corrosive effects of unchecked ambition and flawed leadership.

It demonstrates that in business, as in life, character is not an intangible quality; it is a core asset or a devastating liability.

The actions of the patriarch have had direct, quantifiable, and ruinous financial consequences for the entire enterprise.

The legacy Steve McBee Sr. is passing to his sons is not the dynasty he envisioned.

It is not a thriving empire of land and commerce.

It is an inheritance of crisis.

He has left them with a damaged brand, a alienated community, and a balance sheet so deeply submerged in red ink that their primary task is no longer to build a future, but merely to survive the fallout from their father’s past.

Works cited

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