Chapter 156: The Club and the New Coach

If dismantling some worker-related laws could create jobs…

The mayor quickly dismissed the idea. It was too dangerous, especially now. Any disruption to the fragile harmony between workers and capitalists could lead to terrible consequences.

Before reaching the breaking point, the mayor wasn’t considering Lynch’s earlier suggestions. However, another idea was worth pondering: exporting goods.

After the world war, countries were rebuilding cities destroyed by fire. The war had left cities in ruins and damaged infrastructure and factories.

Everyone knew now was the best time for import-export trade, but it contradicted the president’s cabinet and Conservative Party’s isolationist policy. They didn’t want trade to be seen as taking sides.

During the war, navies blockaded and attacked each other’s merchant ships. Without advanced transport, sea shipping was the only way to move goods long-distance. Attacking merchant ships sometimes had more impact than destroying warships.

This made trade look like taking sides.

Now, with the war over, isolation wasn’t necessary. Opening up to international trade was timely, but the cabinet seemed reluctant.

The mayor thought this might be a chance to criticize the Conservatives’ policies and sway undecided citizens.

He quickly refocused on immediate problems.

Mark’s factory had started buying raw materials from local farms and ranches. The agricultural industry was solid—people always needed food, so there was always demand.

Unlike the useless products piling up in warehouses that no one wanted even at a discount.

Food stamps were nearly printed, but none of that solved the root problem: only jobs could stabilize people.

The mayor looked at Lynch again. This time Lynch noticed, smiled, and nodded respectfully.

The mayor nodded back in acknowledgment.

After more than an hour, the meeting broke up in frustration. Later, some proposed useless ideas like canceling all taxes and refunding part of previous payments to ease financial pressure.

The discussion had shifted from solving social issues and creating jobs to how capitalists could keep their businesses alive and get more government favors.

With no constructive ideas, the mayor ended the farcical meeting. Yet its impact quietly spread across the city.

Afterward, Baron Reynolds approached Lynch. He was interested in forming a women’s rugby team, something Lynch needed too. From one perspective, creating the team meant jobs—a good thing.

Lynch invited Reynolds to the club to discuss details and to meet the new coaching staff.

Around 3:30 PM, they arrived at the club. Lynch was surprised by the long line outside—men and women waiting. Manager Kane was already there by the roadside. Seeing Lynch’s luxury car, he stood ready and opened the door for him.

“Boss…”

After Lynch got out and straightened his clothes, he asked about the line.

“We’re recruiting players…” Kane said, scratching his head.

The club had hired a coaching team from a top university. The head coach felt underutilized in college leagues and wanted to enter professional rugby.

Many coaches had this ambition, but few succeeded. Successful clubs kept their coaches stable unless irreconcilable conflicts arose.

Also, professional clubs rarely hired coaches without pro experience. No one would risk millions on rookies.

College and professional leagues were very different; only college coaches thought they were similar.

So, even with ambition, coaches often stayed in colleges.

After news of Sabin City forming a new pro club spread, some coaches eager to advance applied. This was the natural step from small to bigger circles.

Top coaches usually started in lower leagues or as assistants. Kane found a promising candidate from recommendations and told Lynch.

Lynch had said he trusted Kane to decide without interference since Lynch knew little about the field. Delegating authority to Kane was better.

Kane appreciated this trust, feeling Lynch was sincere about reviving the club, not just using it as a front.

When Lynch asked, Kane admitted he forgot to tell him something and nervously explained.

The truth was simple: Lynch hadn’t allocated enough funds for recruiting professional players. Even in a slow market, a typical pro rugby player costs tens of thousands.

Building a team by buying players required over a million in investment to sustain even a second-tier pro team. Lynch wasn’t willing to risk that for mediocre results.

A top team would need over three million just for transfers plus salaries. Lynch’s current capital couldn’t support top-level sports.

So, Kane and the coaches decided to recruit young, potential ordinary workers as practice players, then test them by scrimmaging local and university teams to find the best fits.

This idea came from the head coach, who had some reputation in college leagues and wanted to break into pro sports.

With him handling recruitment, Kane thought it a solid plan.

Before September’s school season, they needed to finalize the roster, so they advertised in newspapers. Many people came to apply.

This showed people’s worry about the future and current struggles: just a low-paid practice spot drew a crowd of 200–300 lined up, some holding newspapers.

Reynolds had long since come down and listened. Hearing Kane, he asked curiously, “Is recruiting for the women’s team the same?”

Kane didn’t know Reynolds, so Lynch introduced him. Kane immediately understood Lynch’s intent and nodded, “We target young, healthy, energetic, and pretty girls for the women’s team — after all, everyone likes pretty girls…”

Reynolds listened intently, clearly eager to do this. Lynch wasn’t sure if Reynolds just wanted to have fun or saw real potential—probably just fun.

They entered the club. The head coach quickly left work upon hearing the owner had arrived.

Just over forty, the head coach was in his prime and had won a college league championship, fueling his desire to enter the pro circle.

The professional league and college league operate in completely different spheres—not only in terms of athletes but also in administration. Simply put, the investor, or owner, holds absolute power, followed by the club manager, and then the head coach. Sometimes, star players even outrank the head coach.

This contrasts with college leagues, where the head coach is the top authority, disregarding even the university president, board members, and certainly the students.

This head coach seemed mentally prepared for this hierarchy, showing great enthusiasm and humility.