“I would be primarily responsible for this procedure, at least until SERF has funded multiple restoration projects. Then a small staff would need to be hired. If the expectation criterion is set properly, this can be managed on Pacific Standard Time. However, as the international project expands, it will have to be dispersed by time zones, and then additional staff will need to be brought on in order to meet timely reporting deadlines for our international donors.”
“Are you concerned about having to work around the clock?” Bonnie asks with a smile.
He smiles back at her. “There was a time early in my career when I would have been willing to come in at all hours to meet international deadlines. Nowadays I require a more definitive sleeping pattern, and that is precisely why I have never worked on the stock exchange.”
Jessica looks at Skip and, in all sincerity, says, “I’ve reviewed your resume and I see you have always worked for fortune 100 companies, but have you ever been involved in a start-up company where systems and operational procedures aren’t already in place and tested?”
He shakes his head. “No, I haven’t.”
“Can you explain to me how you view your particular skill set, experience, and accomplishments benefiting a start-up, then? And do you see the fact that you have always worked in established organizations with established cultures and practices hindering your ability to work within a fast paced, rapidly changing organization, with practically no established practices?”
Skip ponders the question for quite a while then replies, “Undoubtedly it will be more challenging in the beginning as we all settle into an evolving operational structure within SERF. I believe set traditions are not necessary, just like evolving practices aren’t either. There are strengths and weaknesses in both structures, and I believe I can pull benefits from working with time tested established practices and also learn new skills in flexible, evolving systems. Probably the most practical asset I bring to the table is balance. Ms. Silva, you and Mr. Green thrive in an ever changing environment and do so extremely well, but set patterns and established practices within organizations, especially within the financial arena, have tremendous power and perhaps could provide benefits not as established in smaller organizations. Let us not forget this organization is starting out as a billion-dollar firm that will need to bring some extra stability to the table from day one if it’s to avoid a spiral out of control.”
Bonnie and Jessica both nod, accepting that his answer is a good one, and continue questioning in a different area.
Meanwhile, Sean and Wendy are putting Jim through his paces. Wendy hits him with, “I understand you have a fairly good track record in business development with tremendous corporate connections. How do you plan on converting those business connections into corporate donors, raising funds for a start-up non-profit organization? Also, how much money would you deem, realistically, you could raise in one, three, and five years?”
“Excellent questions. Let me address each portion one at a time. First of all, I have built a powerful network of business people within the mining and mining supply industries. Through previous business dealings they have come to trust and, I believe, respect my business acumen, and as such I have a foot in the door most fund raisers don’t. Secondly, through my various interactions with these executives, they have come to recognize I’m a man of my word possessing extreme integrity, so they know if I represent something as factual it can actually be trusted. Stevens Environmental Restoration Fund may be a new non-profit organization, but I would hardly represent it as a start-up organization—”
“Why is that?” Wendy interrupts.
Jim smiles. “I was working my way around to addressing that. Please, indulge me a bit longer. First of all, SERF is a non-profit spin off of Global Metal Refining, which is the largest corporate donor, currently pledging slightly over nine million dollars over the next nine years. Bonnie has capitalized this organization with one billion dollars of her personal funds to ensure its success. Very few start-ups start out that flush. It is also clear from its corporate roots within the mining industry that SERF isn’t trying to prevent mining practices worldwide, but simply trying to ensure that after mining operations are completed the land is restored to its usefulness via environmental restoration. While the organization would oversee restoration projects and bear most of the costs for the restoration, it still partners with the organization having completed the mining in accomplishing its mission and goals. I believe these types of corporate and strategic alliances will make fund raising much easier for SERF than for an organization hell bent on eliminating mining. Finally, in light of all of that, I believe if I’m hired by SERF as its Vice President of Business Development, it should be realistic to raise in the neighborhood of twenty million the first year, thirty-five million in three years, and one hundred million in five years. Each time period would build upon the funds raised in the previous period, of course, and the organization’s accomplishments will assist with that as well.”
“So you are presuming a large portion of the funds raised in the first year will carry over into subsequent years?” Sean inquires.
“Absolutely. I would be looking for three-to-five year commitments from our corporate partners that would give us the ability to return to them for increased funding after several successful restoration projects have been completed.”
“What would be your salary expectations?”
“I’m looking for a base annual salary of $450,000, plus 5% of the new funds I bring into the organization annually.”
Wendy chokes on her water and sputters, “That’s one million dollars in bonuses if you raised twenty million the first year.”
Jim nods. “Precisely. And seven hundred and fifty thousand additionally, if I raised fifteen million from year two to three. But let’s not forget that SERF would be receiving thirty-five million in that timeframe.”
“Actually, that’s not correct. SERF would benefit by thirty-two million, three hundred and fifty thousand after you have received your salary and bonuses,” Wendy quips.
Jim represses a sigh. “Okay, true, but there is no such thing as a free lunch.”
“What else would you expect in terms of benefits?” Wendy asks.
“Well, other than medical benefits, I’ll need a substantial expense account and corporate credit card of course.”
Sean interjects. “That’s already been thought of. There would be an expense account and access, albeit limited, to the corporate jet.”
This information seems to please Jim, and then there is a knock on the door as Bonnie pokes her head into the conference room.
“Time to switch?” she asks, and Sean nods. “Okay, I’ll have Skip come and speak with you two now,” she says, and disappears.
“Thank you both for your time,” Jim says, shaking hands with each of them. He exits the room as Skip enters.
Sean, Wendy, and Skip concentrate on Skip’s salary requirements, SERF’s operational budgets, cost control measures, investments, and banking security protocols.
At the same time, Bonnie, Jessica, and Jim explore potential donors, fund raising strategies, SERF’s top fifty targeted donor list, and Jim’s expectations for the job requirements. The day passes quickly and, before anyone realizes it, it’s time for Skip and Jim to return to their hotel.
Skip has dinner with his daughter and her boyfriend while Jim spends time at a downtown sports bar before calling it an evening.
Meanwhile, Bonnie, Sean, Wendy, and Jessica decide to discuss the day’s interviews and candidates over dinner in Sausalito. Each of them is pleased with the quality of individuals chosen for the positions, so the discussion is centered on salary and perks required by both Skip and Jim. There are relatively few surprises, with the exception of Jim wanting greater access to the corporate jet then would be offered and Skip wishing to have greater flexibility with his working hours and vacation time. It is agreed upon by all that the requirements outlined by both candidates could be wo
rked around and SERF would allow up to eight thousand dollars for moving expenses. Furthermore, since both Skip and Jim will need to sell their respective homes, they decide to guarantee the purchase of each property at ninety-three percent of the appraised value if not sold within six months of Jim and Skip beginning work full time in Sausalito. It’s decided that the best way to handle the job offers would be to give the initial job offer to them both at the same time and discuss start dates, moving expenses, and the real estate buy-out for the relocation, then have Skip and Jim meet with the board individually to discuss their salary requirements and benefits packages. That being figured out, the four enjoy their dinner and some good wine before retiring to their homes for the evening.
***
The next morning, everyone gathers in the board room where Bonnie makes the announcement. “SERF is interested in hiring both of you for the respective positions you were interviewed. The initial benefits offered will be moving expenses and relocation real estate buy-out, if either of you wish to exercise the provision, six months after beginning your full time employment with SERF. Each of you will meet with the board for a formal offer regarding specific salary and benefits shortly after this, and I hope you will advise me of your decision by the end of this week. Now, on to the individual offers. Skip, please come with us.”
After Skip and Jim receive their offers individually, each agrees to communicate their acceptance or rejection thereof no later than Friday morning. Sean and Jessica head back to San Francisco, but Wendy decides to spend the rest of the day with Bonnie before returning to San Diego in the morning.
***
As Jim sits in the corporate jet on his way back to Chicago, he ponders the offer received. While slightly disappointed that SERF countered his salary demand with a $375,000 base offer and 5% of funds raised, he also recognizes the additional benefits offered were ones he currently doesn’t possess. He considers the offer for quite a while before deciding that he probably won’t be able to find anything better.
Skip, on the other hand, is pleased with the $500,000 offer because it incorporates his flexible work schedule. He recognizes this will be a substantial salary reduction from his current position, but is content with the fact that it will also be an equally substantial reduction in his stress levels.
By Thursday evening, both Jim and Skip have communicated to Bonnie their acceptance of the job offers. Jim tells Bonnie he needs to give his two week notice at his current job, and then take a week to find an appropriate rental in Sausalito before starting at SERF. He requests the company jet be available to him for two separate trips to California within the next three weeks. Bonnie agrees and provides Jim with the name of her realtor to help him locate a suitable residence for the transition period.
Skip needs a month to complete tasks at his current position and requests an additional week for settling in after his move. Bonnie agrees to his requests as well, and offers the corporate jet to help Skip make the necessary trips to California in order to have easier access for locating transitional housing prior to purchasing his new home.
Bonnie spends the five weeks helping each of them make the transition out of their current positions and into their Stevens Environmental Restoration Fund positions. She also hires the additional people required for human resource manager, receptionist, and back office analytical support. Skip interviews and hires his personal secretary and two additional bookkeepers.
Upon the arrival of Jim and Skip, SERF is fully staffed and operational. From day one, both begin working at a fevered pitch.
Sean and Jessica are enjoying tremendous success with Beauty Boutique Clothing’s international expansion. Even while starting to experience subtle competition from larger designers, both are ecstatic with revenue figures beyond each of their expectations, sales alliances internationally that are working well, and the press within the fashion industry being extremely positive. Their relationship continues to develop, as well, though at a slower pace than either would like. Career obligations keep them too busy to move quickly, and they’re very happy they have a working relationship, as well, so they can spend a bit more time with each other.
Wendy on the other hand is becoming somewhat uneasy as Jill Rawlins, Kimberly Taylor, and Nancy Davis are renewing their personal friendships. Wendy recognizes the potential for any of them to share information that might cast suspicion on her, since each of their husbands are now deceased and each share a common connection to her. This is a development Wendy hadn’t anticipated, and she is in the process of analyzing it when she receives an unexpected telephone call from Kimberly Taylor asking to meet with her at her office in San Diego the following week. Wendy schedules the appointment wondering why she failed to anticipate this potential wrinkle, and begins considering all types of potential responses. After a full day of working out all different scenarios in her head, she settles herself down by reminding herself to not anticipate the worst and take each challenge as it presents itself.
CHAPTER 6
Freedom of information
Kimberly Taylor arrives for her appointment, and Wendy is struck by how happy and healthy Kimberly looks; however, there is an underlying caution as she speaks that Wendy finds unsettling.
“You seem to be struggling to say something,” Wendy says, gently. “What is it?”
Kimberly shrugs. “Well, I’m not sure how to tell you about it.”
“About what?”
“I guess I’ll just be blunt and let the chips fall where they may.”
“Kim, this is not like you at all. What is it?”
She huffs out a breath. “Okay, I was having lunch last week with my good friend, Janet Parker, and her daughter Lindsay. During our conversation, I mentioned you had been counseling me during the divorce, and that you are counseling Nancy Davis and Jill Rawlins because of Arnold’s and Zach’s abusive behavior. I wondered out loud how difficult it must be for you dealing with Jack’s suicide, Arnold’s suicide, and Zach’s heart attack in such a short timeframe…”
Wendy tilts her head. “I’m afraid I’m not following you.”
“Give me a minute. Lindsay Parker is the local television news reporter who covered the botulism outbreak at the Bistro on Union Street and was one of the first reporters to find Jack at the Castaway Grill just prior to his news conference. Well, anyway, when she realized you were the domestic violence counselor for Nancy, Jill, and me, and two of our husbands committed suicide, she started asking all kinds of questions about you and your qualifications. I got the impression she was fishing for information about you.”
“Well, dear, lot of people do that. What are you so worried about?”
“She made a comment that she was going to start an investigation on you,” Kimberly blurts.
“But why should I be concerned about what a young news reporter does?”
“Wendy, she said she was going to send out a bunch of Freedom of Information Requests to the police departments around San Diego and the San Francisco to see how you fit into all these investigations. I think she is thinking you are somehow responsible for the suicides, and she told her mother she is dating one of the FBI agents who interviewed you a while back. Steve Davis. Do you know him? What’s going on?” Kim asks, her speech getting more frantic.
“Oh, my gosh, Kim, please, relax. This is why I have malpractice insurance,” Wendy says, placing her hand on Kim’s.
“It doesn’t bother you at all to be investigated by a news reporter who is dating an FBI agent?”
“Not in the least. People have all types of conspiracy theories these days, and I’ve done nothing out of the ordinary, so I have no reason to worry. But thank you for letting me know about all of this nonsense. Agent Davis is a charming young man, I’m sure I won’t have any trouble.”
“Whew,” Kim says, visibly relaxing. “I thought this would be upsetting to you.”
“Again, thank you for thinking of me. Did you come down to San Diego solely to tell me this or is there anoth
er reason?”
“I actually came down to help Nancy get her condo put together. She was able to sell the house and has moved into an oceanfront penthouse overlooking the San Diego harbor. It’s beautiful, and she is so happy,” Kim says, smiling and squeezing Wendy’s hand.
“Good. I’m glad you’re helping her, and it’s fantastic to hear she is doing so well after Arnold’s unfortunate death. Give her my best, and if there is anything either of you need, please don’t hesitate to call me.”
As Kimberly gets up to leave the office, Wendy gives her a hug and thanks her once more for her concern, wondering how best to prepare for the eventual fallout that will reveal the fact that husbands of several other clients have committed suicide or suddenly died. She isn’t really concerned about any police investigation, but she is concerned the medical board may look into her counseling practices and they are always a major pain.
Mentally she examines each crime scene, considering any loophole she may have missed and knowing the freedom of information requests will eventually reveal she is a reporting party, other, or person of interest listed in several police reports. This causes her to wonder just how capable an investigative reporter Lindsay Parker truly is, and how she will approach Wendy with her findings.
“Mona,” Wendy calls, and Mona pokes her head into the office. “Are there any more appointments scheduled for this afternoon?”
“No, not today.”
“Oh, okay. Wonderful. Thank you.”
She decides to take the rest of the day off and head home.
After arriving home, she pours herself a glass of wine, makes herself a light snack, then proceeds to map out every death she knows she is going to be found associated with in the police reports. She outlines her alibis and any challenges she can imagine might be encountered and rehearses her possible responses. After she has the best responses firmly arranged in her mind she destroys her outlines, shredding them, and dropping them into a mixed bag of garbage to send down the garbage chute of the building.
Unrestrained Behavior: The Pleasure and Risk of Choice (The 'Un'missable Series Book 3) Page 6
