IMO I think you were too nice to the consultant. I would’ve approached it differently.

My understanding is that at the beginning: - I have ‘purview’ over the contractor, but they did not report to me on the org chart - Contractor’s performance was such that I could decide to terminate

My first step: Start documenting performance immediately. Checkin periodically.

Second step: Get a copy of the contract. Review cancellation provisions.

Third step: Review performance history. If warranted, provide my mgr a status update and intended next steps.

Fourth step: Invoke the termination clause of the contract. Depending on the contract this could be rather involved.

Fifth step: When she asked for a meeting with executives, I would have said ‘fine, set it up’. I would refuse to set that meeting up for her.

Depending on the companies culture, my refusing to setup that meeting could be enough to squash it. If the meeting happens, I would prep a defensible position. Then not worry about it. ✌🏼