He wanted my company. I let him think he was getting it.Charlie came to my office on a Thursday morning, five weeks before the arena, with a merger proposal that had been professionally prepared and strategically conceived and that was, in its architecture, genuinely interesting. That was the thing about Charlie Kingsley that I had never been able to fully discount, even in the east wing, even at the mandatory dinners, even across the dinner table where the divorce papers had been slid without ceremony. He was good at what he did. Not good the way people are good at things they have practiced into competence. Good the way people are good at things that are native to them, that live in the same part of their brain where other people keep their instincts.He presented it well. He sat across from me in the conference room with the afternoon light between us, the same configuration as the Thursday of the hospital intake record, and he walked me through the proposal with the focused, unde
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