Nova Technologies. That name had dominated conversations for the past month. Government officials whispered it in secure briefings. Tech executives obsessed over it in boardrooms. Wall Street analysts built entire careers dissecting it.

The company barely qualified as a startup, yet it had achieved what even industry titans struggled to accomplish. Normally, such explosive growth would trigger a feeding frenzy. Venture capital firms would circle. Institutional investors would position themselves for entry. Individual investors would clamor for access.

Everyone wanted a piece of the company that generated $130 million in its first month.

But there was a problem: nobody could reach the owner.

The Nevada facility registered as their industrial base sat empty. The headquarters building? Also vacant. No staff records existed. No filing information could be found. Nova Technologies operated through JP Morgan's private banking division, functioning less like a traditional company and more like a ghost ship sailing through the financial markets.

The only pathway to Nova Technologies ran through JP Morgan, and that door remained firmly sealed.

JP Morgan thrived on confidentiality. The bank handles approximately $10 trillion in daily transactions, and discretion wasn't just a service—it was the foundation of their business model. Breaking client confidentiality would destroy everything they'd built.

Whitlock had been fielding calls since the very day Nova Technologies emerged. Everyone who mattered wanted access. They offered benefits, promised discretion, leveraged connections. Some tried veiled threats. Others attempted flattery.

None of it worked.

The benefits they dangled weren't enough to make him even consider betraying a client. His reputation was on the line. More importantly, JP Morgan's reputation was at stake.

The bank had just crossed one trillion dollars in market valuation. Would he destroy that for some short-term gains? And even if he did, would he survive the aftermath?

Besides, Whitlock had formed an alliance with Liam Scott. Betraying that alliance would be strategically idiotic, especially considering the indirect benefits already flowing to JP Morgan.

In one month, the bank's market valuation had jumped from $814 billion to $1.1 trillion. The private banking division saw client numbers increase by 18-25%, with corresponding growth in spending. All of it traced back to Nova Technologies' association with the bank.

Speculation ran rampant about who really owned the company. Some guessed it was Liam. Others suspected JP Morgan held a secret stake—how could the world's most explosive startup operate under their nose without them having a piece?

The reality was simpler and more frustrating: JP Morgan had zero stake in Nova Technologies.

What's more, Nova Technologies had built its own custom payment clearing system. The $350 million they'd processed this month never touched the world's standard financial infrastructure. Money will only enter traditional pipelines when payments go out to users.

The company operated entirely in-house, without any third-party financial intermediaries.

The U.S. government hadn't discovered this yet. But when they did, panic would follow.

Was it illegal? No. Nova Technologies was operating outside standard financial systems, which wasn't against the law. But it was strategically dangerous for governments because they couldn't control what they couldn't see.

From the beginning, Nova Technologies had avoided every system, model, and infrastructure that governments used to maintain oversight. They'd found the gaps in the regulatory framework and built their entire operation inside those spaces.

When discovery came, what could the U.S. government actually do?

Honestly? Nothing.

Unlike public companies or typical private entities, Nova Technologies was untouchable. The company had become a hot potato, but one protected by the ultimate shield: the very loopholes governments themselves had created.

It was almost poetic. The regulatory framework designed to give powerful entities flexibility had created a monster they couldn't contain. The system they'd designed with built-in loopholes had created something beyond their control.

Aggressive action against Nova Technologies risked more than it could possibly gain. Any government that moved against the company would trigger consequences they couldn't predict or control.

So they tried softer approaches. Appeals to JP Morgan continued. Some attempted to break into the bank's systems, now treating them with the same seriousness they'd give the Pentagon. They have tried infiltration but that has produce no result, because the only two people who has definitive knowledge on the owner of Nova Technologies is Whitlock and Marianne, the head of the bank's private banking division.

Also, Whitlock has placed every information related to Liam and Nova Technologies on the highest level of clearance. Which means only him can access the information with the special codes he assigned to them.

And even without Lucy's helping in the background, JP Morgan's system lives up to its title as one that belongs to the world's largest financial institution. It's just as secured as it can be.

But governments weren't the only affected party.

Today's transparency report had sent Wall Street into chaos.

Wall Street operated on one fundamental principle: everything of value can be owned. Even the most private companies eventually opened doors to the right investors. Market forces always found a way in.

Nova Technologies shattered that model completely.

$130 million in first-month revenue and a projected $150 billion annually at the scale of 100,000 users. Those numbers made mouths water across every major financial institution. But Wall Street couldn't touch a single dollar of it.

For the financial markets, projections were life and death. A company tagged as "SELL" by major institutions would suffocate, as capital access vanished, institutional confidence evaporated, narrative support collapsed. Few survived that designation.

But a company with $150 billion in projected revenue? And one that had already demonstrated the capability to reach those targets? That should have been a gold mine.

Instead, it was untouchable.

Nova Technologies had emerged without venture capital, without private investors, without prime brokers or custodians or clearing houses. No equity sourcing. No debt. No intermediaries. No capital dependency. No access points.

It was a massive slap in the face.

How did investment bankers explain this to their clients? How did hedge fund principals justify missing this opportunity? How did top asset managers—people who moved billions with a phone call—admit they couldn't access the gleaming pile of gold sitting right in front of them?

They couldn't say the owner didn't need them. That would undermine their perceived omnipresence, their authority as capital allocators, the carefully maintained illusion that they saw everything first.

So they would act the only way they knew how: lobbying for forced disclosure, pushing public listing narratives, launching media pressure campaigns, mobilizing think tanks.

But none of it would work.

You couldn't cancel a company with no access points. You couldn't pressure an entity that didn't depend on traditional systems. You couldn't force transparency from something that existed outside the frameworks designed to enforce it.

Wall Street's power brokers understood this. But they would try anyway, hoping to create even the smallest opening they could exploit later. If they couldn't breach the walls, they'd attempt to delay scaling, shape public narratives, influence government action, and slow adoption.

It was like watching hyenas circle a fortress with no gates, testing the walls, searching desperately for any weakness to exploit.

And finding nothing but smooth, impenetrable stone.

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