Rule 34 - Charles Stross [33]
So you drew up your plans and pitched them at the Operation, talked through the cash flow and gained their grudging assent—and more importantly, the first round of stakeholder equity to bootstrap the new business, on condition you keep the old cash cow pumping for the time being. And now you need to recruit an executive team for the start-up.
You’re about to go Gangster 2.0 . . .
One of the disadvantages of the virtual corporate lifestyle is that it keeps you too busy for the local health clubs and dojos. In response, you’ve developed a number of ad hoc work-out substitutes. One of them is that you never catch a bus or a taxi if you can rent a bicycle or walk. Another—which also happens to be good COMSEC practice—is never to contact clients via the networks if you can visit them in person without being observed. So when you walk out of the Hilton, your first stop is the Lothian Bike railing outside.
You always plan to turn up on a client’s doorstep spick and span, unexpected as a hangman. To this end you buy lightweight business suits that are impregnated with a magic nanotech fabric treatment that sheds sweat and body odours, not to mention dirt flung up from road surfaces. Before you start pedalling, you fire up a nifty (and highly illegal) applet that makes the jailbroken disposaphone you’re carrying emulate a cluster of zombie GPS transmitters: You tell it to send your rented bicycle’s tiny mind on a random tour of the Old Town. (It’s all for the best if nobody can interrogate the bike about your movements later.)
Once you’re on the bike lane, the lack of wireless access leaves you blind—but it’s a welcome, familiar feeling, like having your own personal cloaking field. It’s a good palliative against the anxiety you feel for your missing luggage. The police INDECT networks might still be able to track you if they were watching right now, but the rich data they depend on is so bandwidth-intensive that it isn’t routinely archived: In another twenty-four hours, there’ll be no trace that you ever came this way. Before you set off, you downloaded a map and memorized a series of left/right branches and waypoints—it’s an archaic skill called “orienteering”—so you make good time, despite the lack of navaids.
You review Number One Client’s background yet again as you pedal along beneath the trees that line Dean Park Crescent (all the crescents here are tree-lined these days, legacy of a government scheme to roll back urban warming), giving your thighs as thorough a work-out as any stationary cycling machine.
Number One Client has been of interest to the Operation for some time. He has a number of technical aptitudes that have brought him to prominence in the employment database, and to your personal attention as a candidate for head-hunting. In particular, he’s been of use in the past for organizing medium-scale redistribution of grey-market fabber feedstock. He’s proficient in highly scalable network-mediated marketing operations with high-yield outputs, and has a proven record of organizing wholesale-supply-chain ventures that include unmonitored cross-border trade, central multi-carrier dispatch of bespoke custom products, and VAT evasion. Which, all in all, is a pretty good match for what you’re looking for in a chief operations officer.
The Gorilla didn’t see any reason to employ someone with Number One Client’s characteristics, but you’ve already established his operational shortcomings. The Gorilla’s idea of how to sell this particular product was straight out of the nineteenth-century arts and crafts movement. Whereas Number One Client’s business experience is a comfortably close approximation to the enterprise you intend to bootstrap; the only question remaining is, is Number One Client suitable management material? Especially at the level you’re planning to grow the business to.
Number One Client is not, alas, a flawless ruby in the dust. He has a criminal conviction and has served a stretch in prison—that, on its own, is sufficient to