Page 98 - Labelle Gramercy, On the Case
P. 98

Overtime

        groups of questioners unformed. Kates alone had no way to upset
        the balance of power—or did he?
          “That  would  be  Bendan  L.  Beau,  vice  president  of  application
        development, and Perry Farragut, the chief information officer?”
          As Labelle said the names of the department head and his second-
        in-command she was studying Maisy intently.  Even I could see the
        manager’s  mouth  tighten  when  Beau  was  mentioned.  He  had  a
        reputation as a womanizer. Maisy was young and attractive enough to
        be  in  his  sights.  How  had  Labelle  known  this  gambit  was  worth
        taking?  Something else in the personnel files Labelle had ransacked,
        no  doubt.  Three  or  four  women  had  left  the  company  after  being
        jilted  by  Bendan,  and  their  exit  interviews  might  have  contained  a
        reference to his philandering. That meant Labelle potentially knew a
        lot  about  the  skeletons  in  the  company  closet—not  just  tipped
        bottles  of  cleaning  fluid.  My  regret  for  giving  her  access  to  the
        network  was  growing,  and  my  ignorance  of  what  could  be
        cybernetically retrieved had come back to haunt me. In effect, I was
        complicit in her hacking. I could not complain, and only hope that
        she would not reveal the extent of her information to anyone who
        could hurt me.
          “Yes.”
          “What is their connection to Pesado and Lejeune?”
          That sounded like it came out of left field. What bearing could it
        have on Vincent D. Kates strangling on his own windpipe?
          Maisy  chose  her words carefully.  This could be  verified,  at least
        the facts. “P&L are among the top eight consulting accountant firms
        in this country. Their choice for the Y2K project is well within the
        guidelines  TimeWarper  sets  for  best-practice  contractors.  Perry’s
        recommendations were followed by our steering committee after due
        consideration.”
          “Do you know of any other relationship between P&L and your
        management?”
          “No.”
          That seemed like a stupid question to me. It was dawning on me
        that  Labelle’s  idea  of  interrogation  had  little  in  common  with  the
        simple-minded version one gains from television dramas. I couldn’t
        believe she would waste time on lines of inquiry leading nowhere, nor
        suddenly switch gears on her interviewees without purpose. Was this

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