Defending my departure from a toxic ownership

NOTE: it is hard to get everything in this note but I tried my best, I have hundreds of emails and financials to prove my position on these topics...... I was the President of a Canadian company called Golf Supply House Canada (GSHC) for the final few years of a 15-year tenure. I signed a shareholder’s agreement created by the lawyer for Harrison's of Barrie's (HOB). HOB is a holding company owned by William James Harrison (WJH) and myself Daniel James Harrison (DJH) which represents our combined ownership in GSHC. For the majority of the time, I was at GSHC there was one other partner whose ownership was held via Marra Corp, who was Paul Cherrie (PC). PC and WJH decided to buy a US company separate of GSHC, it was purchased without my approval or presence and against a KPMG business plan. This business became GSHU of the United States, that business was called GSH USA (GSHU) o/a Eagle One Golf (EOG). Although management was told I would not take part in the profit of EOG without my knowledge I paid dearly when it failed. In the end we paid their staff, their expenses, and much more. GSHU left GSHC without payment on $380,000 CDN in A/R which was NOT A/R it was expenses and wages paid which is 100% against our shareholders agreement and our Bank LOC at the time. In 2014 WJH lent GSHC $450,000 as our then President PC ran out of money again while working in Canada in large part due to his focus on making deals in the US (I can support this with magazine articles). GSHC started paying an outrageous 8.5% interest on this loan to WJH with out one dime being applied to the principal in nearly a decade now. To this very day GSHC still owes the $450,000 despite paying $38,250 monthly for nine plus years totalling at least $344,250. However, in 2016 when GSHU was forced to sell they did not pay GSHC $380,000 CDN owed via “intercompany A/R”. When informed of this our HOB lawyer did nothing and advised me I could do nothing. GSHC had to pay one of GSHU vendors as well or lose them and lost terms with most of our vendors in Canada due to GSHU not paying. Despite all of this we were able to make Canada profitable under my direction only to then hit covid and have TD demand $100,000 be put in the company. PC and WJH who both have resources well beyond my own turned their back on GSHC. I put a third mortgage on my house and saved the business. I then put a team together that was able to have one of our best years ever despite all the GSHU debt. TD however was cutting business more than other banks and wanted out it was clear.... therefore I went out and put together the best LOC offer GSHC had ever had by far with RBC. I took this to the board who should have been thrilled with any LOC from anyone b/c when TD pulled their line it was game over. Instead WJH /DK and PC saw an opportunity to get something for themselves. They delayed this agreement 3 months past what I told them was a drop-dead date into March. This destroyed the business b/c we could not pay vendors in time and lost product; we could not fill orders like we could previously with a larger line of credit. The legal fighting cost GSH $50,000, getting WJH to sign cost us another GSHU expense of $39,000 USD that turned into $100,000 CDN and it was becoming impossible to operate. Easy Picker Golf decided to drop GSH after months passed with no payment on their $200,000 account balance. It is suggested that I convinced EP to leave GSH, do I even have to say that I did not convince them to go? Just maybe it was over not being paid $200,000? I have attached an email where DK on the direction of WJH ask me to mislead RBC (scroll down to see message), RBC wanted me as president of HOB in order to fund the 2.5M LOC(I was already the President of GSH). My HOB lawyer is asking me to lie to the bank so he can keep WJH as HOB president despite even he himself along with everyone else involved noticing WJH was confused due to his health and advanced age.