The worldwide headquarters of the Harnett Corporation occupied the top two floors of a sleek black-glass tower on Dearborn Street, in Chicago's Loop. Harnett was an international construction firm, but not the kind that put up skyscrapers in American metropolises. Most of its projects were outside the United States; along with larger corporations such as Bechtel, Vivendi, and Suez Lyonnaise des Eaux, it contracted for projects like dams, wastewater treatment plants, and gas turbine power stations -- unglamorous but necessary infrastructure. Such projects posed civil engineering challenges rather than aesthetic ones, but they also required an ability to work the ever shifting zone between public and private sectors. Third World countries, pressured by the World Bank and the International Monetary Fund to sell off publicly owned assets, routinely sought bidders for telephone systems, water and power utilities, railways, and mines. As ownership changed hands, new construction work was required, and narrowly focused firms like the Harnett Corporation had come into their own.

"To see Ross Harnett," the man told the receptionist. "The name's Paul Janson."

The receptionist, a young man with freckles and red hair, nodded, and notified the chairman's office. He glanced at the visitor without interest. Another middle-aged white guy with a yellow tie. What was there to see?

For Janson, it was a point of pride that he seldom got a second look. Though he was athletic and solidly built, his appearance was unremarkable, utterly nondescript. With his creased forehead and short-cropped steel-gray hair, he looked his five decades. Whether on Wall Street or the Bourse, he knew how to make himself all but invisible. Even his expensively tailored suit, of gray nailhead worsted, was perfect camouflage, as appropriate to the corporate jungle as the green and black face paint he once wore in Vietnam was to the real jungle. One would have to be a trained observer to detect that it was the man's shoulders, not the customary shoulder pads, that filled out the suit. And one would have to have spent some time with him to notice the way his slate eyes took everything in, or his quietly ironic air.

"It's going to be just a couple of minutes," the receptionist told him blandly, and Janson drifted off to look at the gallery of photographs in the reception area. They showed that the Harnett Corporation was currently working on water and wastewater networks in Bolivia, dams in Venezuela, bridges in Saskatchewan, power stations in Egypt. These were the images of a prosperous construction company. And it was indeed prospering -- or had been until recently.

The company's vice president of operations, Steven Burt, believed it ought to be doing much better. There were aspects of the recent downturn that aroused his suspicions, and he had prevailed upon Paul Janson to meet with Ross Harnett, the firm's chairman and CEO. Janson had reservations about taking on another client: though he had been a corporate security consultant for only the past five years, he had immediately established a reputation for being unusually effective and discreet, which meant that the demand for his services exceeded both his time and his interest. He would not have considered this job if Steven Burt had not been a friend from way back. Like him, Burt had had another life, one that he'd left far behind once he entered the civilian world. Janson was reluctant to disappoint him. He would, at least, take the meeting.

Harnett's executive assistant, a cordial thirtyish woman, strode through the reception area and escorted him to Harnett's office. The space was modern and spare, with floor-to-ceiling windows facing south and east. Filtered through the building's polarized glass skin, the afternoon sunlight was reduced to a cool glow. Harnett was sitting behind his desk, talking on the telephone, and the woman paused in the doorway with a questioning look. Harnett gestured for Janson to have a seat, with a hand movement that looked almost summoning. "Then we're just going to have to renegotiate all the contracts with Ingersoll-Rand," Harnett was saying. He was wearing a pale blue monogrammed shirt with a white collar; the sleeves were rolled up around thick forearms. "If they're not going to match the price points they promised, our position has to be that we're free to go elsewhere for the parts. Screw 'em. Contract's void."

Janson sat down on the black leather chair opposite, which was a couple of inches lower than Harnett's chair -- a crude bit of stagecraft that, to Janson, signaled insecurity rather than authority. Janson glanced at his watch openly, swallowed a gorge of annoyance, and looked around. Twenty-seven stories up, Harnett's corner office had a sweeping view of Lake Michigan and downtown Chicago. A high chair, a high floor: Harnett wanted there to be no mistaking that he had scaled the heights.

Harnett himself was a fireplug of a man, short and powerfully built, who spoke with a gravelly voice. Janson had heard that Harnett prided himself on making regular tours of the company's active projects, during which he would talk with the foremen as if he had been one himself. Certainly he had the swagger of somebody who had started out working on construction sites and rose to the corner office by the sweat of his brow. But that was not exactly how it happened. Janson knew that Harnett held an MBA from the Kellogg School of Management at Northwestern and that his expertise lay in financial engineering rather than in construction engineering. He had put together the Harnett Corporation by acquiring its subsidiaries at a time when they were strapped for cash and seriously underpriced. Because construction was a deeply cyclical business, Harnett had recognized, well-timed equity swaps made it possible to build a cash-rich corporation at bargain-basement prices.

Finally, Harnett hung up the phone and silently regarded Janson for a few moments. "Stevie tells me you've got a real high-class reputation," he said in a bored tone. "Maybe I know some of your other clients. Who have you worked with?"

Janson gave him a quizzical look. Was he being interviewed? "Most of the clients that I accept," he said, pausing after the word, "come recommended to me by other clients." It seemed crass to spell it out: Janson was not the one to supply references or recommendations; it was the prospective clients who had to come recommended. "My clients can, in some circumstances, discuss my work with others. My own policy has always been across-the-board nondisclosure."

"You're like a wooden Indian, aren't you?" Harnett sounded annoyed.

"I'm sorry?"

"I'm sorry, too, because I have a pretty good notion that we're just wasting each other's time. You're a busy guy, I'm a busy guy, we don't either of us have time to sit here jerking each other off. I know Stevie's got it in his head that we're a leaky boat and taking on water. That's not how it is. Fact is, it's the nature of the business that it has a lot of ups and downs. Stevie's still too green to understand. I built this company, I know what happens in every office and every construction yard in twenty-four countries. To me, it's a real question whether we need a security consultant in the first place. And the one thing I have heard about you is that your services don't come cheap. I'm a great believer in corporate frugality. Zero-based budgeting is gospel as far as I'm concerned. Try to follow me here -- every penny we spend has to justify itself. If it doesn't add value, it's not happening. That's one corporate secret I don't mind letting you in on." Harnett leaned back, like a pasha waiting for a servant to pour him tea. "But feel free to change my mind, OK? I've said my piece. Now I'm happy to listen."

Janson smiled wanly. He would have to apologize to Steven Burt -- Janson doubted whether anyone well disposed toward him had called him "Stevie" in his life -- but clearly wires had got crossed here. Janson accepted few of the offers he received, and he certainly did not need this one. He would extricate himself as swiftly as he could. "I really don't know what to say, Mr. Harnett. It sounds from your end like you've got everything under control."

Harnett nodded without smiling, acknowledging an observation of the self-evident. "I run a tight ship, Mr. Janson," he said with smug condescension. "Our worldwide operations are damn well protected, always have been, and we've never had a problem. Never had a leak, a defection, not even any serious theft. And I think I'm in the best position to know whereof I speak -- can we agree on that?"

"A CEO who doesn't know what's going on in his own company isn't really running the show, is he?" Janson replied equably.

"Exactly," Harnett said. "Exactly." His gaze settled on the intercom of his telephone console. "Look, you come highly recommended -- I mean, Stevie couldn't have spoken of you more highly, and I'm sure you're quite good at what you do. Appreciate that you came by to see us, and as I say, I'm only sorry we wasted your time...."

Janson noted his use of the inclusive "we" and its evident subtext: sorry that a member of our senior management inconvenienced us both. No doubt Steven Burt would be subjected to some withering corporate scorn later on. Janson decided to allow himself a few parting words after all, if only for his friend's sake.

"Not a bit," he said, rising to his feet and shaking Harnett's hand across the desk. "Just glad to know everything's shipshape." He cocked his head and added, almost incidentally: "Oh, listen, as to that 'sealed bid' you just submitted for the Uruguay project?"

"What do you know about it?" Harnett's eyes were suddenly watchful; a nerve had been struck.