Full Black - Brad Thor [81]
The building was twenty-five stories tall and the Carlton Group’s offices were on the top floor. The main elevators that served the building proper and all its tenants had buttons from L to 25, but no 13, which meant those elevators technically only went to the twenty-fourth floor. As a precaution, the Group also controlled the entire twenty-fourth floor, which supposedly included a collection of unoccupied offices. Should anyone ever manage to get a peek at the twenty-fourth floor, it wouldn’t appear unusual at all.
The special service elevator Harvath was in went only to the twenty-fifth floor. When the doors opened, he stepped out into a carpeted foyer area. Sitting behind a desk were two large men dressed in suits and ties. They nodded to Harvath and buzzed him in.
Passing through a heavy blast door hidden behind panels of mahogany, he entered the headquarters of the Carlton Group.
The entire space had been built to the strictest TEMPEST specifications. Though the Carlton Group was a private organization, they were contracted to the DoD and handled classified information. Every step was taken to safeguard against what was referred to in intel-speak as “compromising emanations,” or CE. CE was any electrical, mechanical, or acoustical signal from equipment that was transmitting, receiving, processing, analyzing, encrypting, or decrypting classified information that could be intentionally or accidentally intercepted. It was a sophisticated science that looked at everything from magnetic field radiation and line conduction all the way to how window blinds can vibrate and give away conversations held in offices and what is being typed on a keyboard feet away from a window.
The antieavesdropping measures aside, the Carlton Group’s offices resembled a large, successful law firm. There were private offices, conference rooms, and multiple cubicle areas that had been collectively nicknamed Kubistan by staff.
As in the CIA’s counterterrorism center, employees were grouped according to the regions and areas in which they possessed expertise. Taking a page out of Silicon Valley’s handbook, they were encouraged to move when assignments dictated via mobile workstations that looked as if they came straight out of an IKEA catalog. The Group’s director of operations referred to it as “clustering” and had found that often the personnel themselves formed more effective and productive teams than when management assigned specific people to specific projects.
One of the nation’s longest-serving and most revered spymasters, the Old Man was not a management guru. He believed in simply hiring the best people possible and then trusting them to do their jobs. He’d watched how too much management and bureaucracy had choked the life out of the CIA, and he had sworn he’d never let it happen at his organization.
That said, he’d drawn a few lines in the sand with his management team. Employees were expected to dress like business professionals. There were no casual-dress Fridays. He expected people to comport themselves with dignity. They were the best and he expected them to look like it.
He was particular about facial hair. Unless you were going into the field and it was a part of your cover, male employees were expected to be clean-shaven. He didn’t want to see any piercings other than earrings, and then only two, on female employees only—one in each ear. If you had a tattoo, it had better not be visible. There were also strict rules about physical conditioning, grooming, and hygiene.
There were only two exceptions to “Reed’s Rules of Order,” as they were known. The first had to do with smoking. As a relapsed smoker himself, he allowed people to smoke, but they couldn’t go outside to do it. Smokers had a habit of getting too chummy and chatty with strangers and other tenants in a building. They milled around outside and lingered over cigarettes, wasting productive time. They also made themselves vulnerable to surveillance