Kroll Gov't Services

pioneer?
----<a href="http://blog.longreads.com/2015/01/12/the-dark-arts-a-corporate-espionage-reading-list/">http://blog.longreads.com/2015/01/12/the-dark-arts-a-corporate-espionage-reading-list/</a>

3. “The Secret Keeper” (William Finnegan,New Yorker, October 2009)

If there is a gold standard in the corporate intelligence world, it’s Kroll Inc., Jules B. Kroll’s namesake consulting group. Here the New Yorker profiles Mr. Kroll, who is “widely credited with having created an industry where there was none.”
4. “A Spy in the Jungle” (Mary Cuddehe, The Atlantic, August 2010)

Cuddehe was a freelance reporter with a busted rental car in a Cancún parking lot when a friend called with a “research” job:

…an offer from Kroll, one of the world’s largest private investigation firms, to go undercover as a journalist-spy in the Ecuadorian Amazon. At first I thought I was underqualified for the job. But as it turned out I was exactly what they were looking for: a pawn.

Her recollections, and reflections on why she chose not to take the job, are an interesting counterpoint to the New Yorker article.
http://www.newyorker.com/magazine/2009/10/19/the-secret-keeper?Src=longreadsOCTOBER 19, 2009 ISSUE
The Secret Keeper
Jules Kroll and the world of corporate intelligence.
BY WILLIAM FINNEGAN
When Jules Kroll was a kid, in Bayside,
Queens, his father had a printing business
—“a miserable little company,” according to Kroll.It
was the nineteen-fifties, and what Kroll mainly
remembers from watching his old man go over the
books at the kitchen table on Sundays are the
humiliations that his father suffered at the hands of
purchasing agents, many of whom required “gifts”—
kickbacks—before they would give him work.“It was
pretty dispiriting,” he says.“It made me pretty angry.”
Later, when his father fell ill, Kroll, by then a young
Assistant District Attorney in Manhattan, had to
come home and run the business.
A three-month
leave of absence turned into three claustrophobic years. But the experience gave Kroll an
idea. He made the rounds of companies that had a lot of printing done. He could save
them money, he said. He knew where the graft was in their printing jobs—the bribes and
the waste and overpayments. He wasn’t asking for a fee, just a percentage of whatever he
saved them.The parent company of Marvel Comics was the first to agree, and Kroll was
soon saving the company so much that it tore up the percentage deal, which might have
made Kroll rich, and put him on a retainer.
Kroll told this story, probably not for the first time, to a crowd of students and faculty at
Cornell last fall.“Spider-Man, the Hulk—I really owe my business to those superheroes,”
he said. Kroll’s business, launched in 1972 as J. Kroll Associates, eventually became Kroll,
Inc., the world’s preëminent detective agency, with three thousand employees, countless
subcontractors, and offices in sixty cities in more than thirty-five countries.
According to the history professor who introduced Kroll that day, Kroll,Inc., specializes
in “pursuing crime, particularly financial crime, across international borders.” And so
Kroll told stories about recovering the wealth plundered by dictators, among them
Ferdinand Marcos, Saddam Hussein, and Jean-Claude (Baby Doc) Duvalier. Baby Doc,
Kroll said, was “not the sharpest nail in the box.” He had looted the Haitian treasury by
writing big checks.“Apartment in Trump Tower?” Kroll made a show of laborious
penmanship.“ ‘Trump . . .Tower.’Even we could figure that one out.”
Kroll is sixty-eight, tall, bald, and solidly built—he played rugby at Cornell, and was the
starting catcher on the freshman baseball team. He moved stiffly, like an old athlete, as he
paced the well of the lecture hall, and digressed freely, offering an account of how he had
taken his future wife, Lynn, on a study date here at Cornell. (“You still have study dates?”
Pause.“No.”) There was a large, alarming gash on the right side of his skull—it looked
like a fresh machete wound.It was an incision from skin-cancer surgery, as Kroll
eventually explained, adding that there was a lesson to be drawn from that: wear a hat.
Kroll’s stories were nearly all morality tales. Abuses of trust are chronic and toxic, but
they are there to be exposed.“The world is not becoming a more corrupt place,” he told
the students.“In fact, it’s getting better.The issue of integrity is alive everywhere.” His
role, his company’s role, was—Lynn hated this image, he said—“to help keep the fish
tank clean.”
The first question, from a Nigerian student, was more in the nature of a plea.“In my
country, you cannot imagine the corruption,”the young man said.“It is everywhere you
look, and you can be killed for saying anything. Please, please come to Nigeria.We need
you.”
“O.K.,” Kroll said, one hand outstretched as if to steady the young man.“O.K.” Kroll’s
gaze—he has big, slightly bulging pale eyes—did not leave the Nigerian’s.“We are there.
We’ve been to Nigeria about ten times in the past year or two. People exist there who
want to turn things around.It’s a very tough environment. But we are there.” He asked
the young man to write down his contact information.
A student from Germany asked how Kroll had the authority to conduct investigations.
Wasn’t that role reserved for the police?
“No”was the short answer. Kroll needed a license to operate, that was all. Kroll then told
a story about an American telecommunications company that was being extorted by
Turkish hackers in Germany.The F.B.I. was not ready to get involved, so the company
brought in Kroll. Kroll sent an operative into the hackers’ midst, quickly gathering
enough evidence to interest the F.B.I.“This is how I make my living,” Kroll said.“The
F.B.I. is busy.”
Actually, that’s not how Kroll has made his living, or, at least, not most of it. Breaking up
extortion rings, nailing dictators—that’s the Marvel Comics version of Jules Kroll’s
career. Kroll really made his living, and his name, on Wall Street. He owed his success not
to Spider-Man but to Goldman Sachs and Skadden Arps and a long list of corporations,
law firms, investment banks, management consultants, hedge funds, and brokerage
houses. Kroll likes to say,“Sunlight is a wonderful antiseptic.”But he and his company
have been more highly valued for keeping things in the dark than for the occasional,
client-approved exposé.They are the keepers of innumerable embarrassing, probably
career-destroying, possibly corporation-destroying secrets. Jules Kroll may pose, credibly,
as a crusader for truth and justice, but his life has been more interesting than that.
roll is widely credited with having created an industry where there was none. Call
it corporate intelligence.There were, of course, plenty of detective agencies and
security companies around when he started, but successful private investigators in the
United States—Pinkerton,Wackenhut—have tended to expand into guard and alarm
operations. Kroll took his business in another direction: upward, into finance and
strategic planning. He offered an ever-widening range of services—forensic accounting,
crisis management, competitor analysis—tooled for a globalized business world, in which
industrial espionage, counterfeiting, computer fraud, identity fraud, and sophisticated
financial crimes have flourished.
“He was legitimatizing private-detective work at a different level,”Joe Rosetti, who was
the vice-chairman of Kroll until 2001, said. Rosetti was the security director at I.B.M.
when Kroll recruited him, in the early eighties.
In 2004, Kroll sold his company to Marsh & McLennan, an insurance conglomerate, for
nearly two billion dollars in cash. Kroll, already a wealthy man, pocketed around a
hundred and seventeen million dollars (his ownership stake, once a hundred per cent, was
diluted after he took the company public, in 1997), and he stayed on to run Kroll,Inc., as
a Marsh subsidiary. He retired in July, 2008. Constrained by a one-year non-compete
agreement with Marsh from conducting any Kroll-type business, but now unconstrained
by the client interest and discretion that had always restricted his role in public debates,
Kroll began to speak in lectures and interviews about failures of corporate governance
and the deep flaws of standard investment models. He knows an unusual amount about
what laid the financial industry low last year. For traumatized investors betrayed by the
credit-risk rating agencies, what is needed, he says, is “a whole new risk model.”
“Risk mitigation”is one of Kroll’s preferred descriptions of his line of work. Like other
catchphrases that he has employed through the years—“professional services,”
“management consulting”—it helps rub off the patina of seediness attached to the term
“private investigator,”something that has been the bane of his branding efforts since the
day he started. And in the integrity business—yet another way he describes his field—
brand is everything.
Plan A was politics. Kroll’s college classmates all seemed to foresee a career in public
service for him. Jay O. Light, now the dean of the Harvard Business School, told
me that he thought Julie, as he was known, might end up as governor of New York.
Others thought, First Jewish President. Kroll was outgoing, popular; he was elected vicepresident
of the fraternity council. He had a photographic memory for faces and names.
He fought, successfully, to repeal fraternity rules restricting membership to white
Christians. He went to law school at Georgetown, and worked for Senator Robert F.
Kennedy; in 1968, he helped coördinate Kennedy’s Presidential campaign in Queens.In
1971, at twenty-nine, Kroll ran for the City Council. He was a reform Democrat,
campaigning on an anti-corruption platform, and he got thrashed by the Democratic
Party machine candidate.
Jay Light was surprised to hear afterward that Kroll had gone into business.“Jules was
never interested in money,” he said. But his election defeat had shaken Kroll. He had
been right about the corruption in Queens; the candidate who won later went to prison.
The machine felt unbeatable, though, and Kroll was in debt. He and Lynn had a new
baby, and were so broke that their car was repossessed.
The first employees of J. Kroll Associates had printing backgrounds.When Kroll saw
that fraud investigations were becoming a source of profit, he started hiring ex-detectives.
He soon went into other industries.Trying to help a bank streamline its purchasing, he
ended up in the warehousing business.“Once you’ve been invited into someone’s dining
room to feed them, you want to have more than salad to offer,” he told me.“You gain
their trust, they’re going to want to try your soup and your dessert.”
Early on, Kroll cultivated law firms as clients, though he avoided criminal-defense work.
“I didn’t want the government wondering which side we were on,” he said. He also, for
the most part, stayed away from divorces, a staple for private investigators.“My problem
with divorce work wasn’t just that it was déclassé,” Kroll said.“It was that emotions ran so
high, people were so upset, it actually spoiled relationships with clients. No matter how
good a job you did, they’d never want to see you again. Seeing you would remind them of
the worst moments in their lives.”
Detective firms, on the whole, hire mostly retired cops.In 1981, Kroll hired Tommy
Helsby, a failed philosopher—he had abandoned a dissertation at Cambridge University
on “the metaphysical basis for formal logic.” Helsby told me,“This was in the days when
you could wander into Jules’s office and wander out with a job.” He is still at Kroll,
serving as regional chairman for Europe, the Middle East, and Africa, out of the
company’s London office.I asked Helsby if his training in metaphysics had helped him
as an investigator. He thought it had.
Kroll hired former prosecutors, accountants, investigative journalists, academics, and
specialized researchers. He looked for capable fact finders: people eager to comb through
courthouse records, think through problems, knock on doors, and get strangers to tell
them things. Helsby said,“The challenge was how to make all these different skills and
professions work together. How to get the grizzled ex-cop to respect the twenty-five-
year-old database jockey. How to make the lawyer get off his high horse, roll up his
sleeves, and get down there and work with the accountants.It helped enormously that
Jules treated everybody with respect.”
“If you put together a team that’s all ex-detectives, you’ll get the same answer every time,”
Kroll said.“I like to mix it up. You need at least one woman on any team. She’ll have a
different view.”
He lovingly buffed his company’s image.“Jules used to joke that the third person he
hired was his driver,” Helsby said.“He carried himself like the captain of a billion-dollar
corporation when we were a five-million-dollar corporation.” Daniel Karson, who, before
he started at Kroll, in 1983, was a prosecutor, said,“Jules never walked in the service
entrance of any building, figuratively speaking. He considered himself the equal of any
merchant banker, any law-firm partner.”
In 1982, Drexel Burnham Lambert, the investment bank, agreed to underwrite a twentyfive-million-dollar
public offering for a Minnesota charter-flight company that, as it
turned out, flew almost no charter flights. Fred Joseph, Drexel’s chief executive, was
mortified. He asked a partner at Skadden Arps to recommend an investigator who could
dig up all possible problems with potential counterparties.The Skadden partner sent over
a list of names that included Dick Tracy, Charlie Chan, Sherlock Holmes, and Jules
Kroll.The only phone number he had, he said, was Kroll’s.
Joseph hired Kroll just as Drexel’s business was taking off—this was the era of junk
bonds and hostile takeovers. Kroll’s work for Joseph was primarily due diligence on the
people and companies that Drexel was considering underwriting.“Our business was
everything you wanted to know about the legitimacy but were afraid to ask,” Kroll told
me.The go-go world of eighties investment banking was, Kroll found, strangely starved
of facts—there were so many new players, and a mad rush to get deals done.This was
true not only in New York but in Margaret Thatcher’s deregulated London, where, in
1986, Kroll sent Dan Karson to open an office.
Kroll’s background checks quickly became a standard business tool in the financial
industry, even a verb—“We need to Kroll him.”The lawyers in one complicated case told
me that a room set aside for the most sensitive documents, with strictly controlled access,
was known as the “Kroll room.”
Quiet problem-solving became a Kroll mainstay.“Most of our most successful cases
you will never hear about,”Tommy Helsby told me.“No one will.That’s the
whole point of them.”The Foreign Corrupt Practices Act of 1977, which required
American companies doing business overseas to stop bribing foreign officials, generated a
lot of auditing and compliance business.The company opened offices in Paris, Moscow,
São Paulo,Tokyo, Singapore, and Manila, among other places.It began to provide clients
with assessments of political and criminal risk; executive protection, also known as
bodyguarding; and K. & R.—kidnapping prevention and, in the event of failure, ransom
negotiations.
Overseas operations eventually accounted for a major part of Kroll’s business.I asked
Helsby if Kroll had stringers in every country on earth.“We currently don’t have a guy in
Antarctica,” he said.“If you know anybody good, let me know.”
Dan Karson worked on one international case for seven years.The clients, Nokia and
Motorola, had separately made loans, totalling $2.7 billion, to a Turkish family, the
Uzans, to build a mobile-phone network.The Uzans simply pocketed much of the
money. Kroll helped find and seize their assets—apartments on Park Avenue, a mansion
in Belgravia, a jet on the tarmac in Berlin. Rick Simonson, a Nokia executive, remembers
a blizzard of shell companies, countersuits, threats, phony accounts, and frauds.“Jules had
tracked enough people like them,” Simonson said.
Kroll sometimes trumps the local police.This happened in London, after an Italian
banker named Roberto Calvi was found hanged under Blackfriars Bridge, in 1982.The
death was initially ruled a suicide, but Calvi’s family was not satisfied. Calvi, who was
known as God’s banker, because of his close ties to the Vatican, had had many powerful
enemies, not least the Italian Mafia.The suicide ruling was later set aside.In 1991, the
Calvi family hired Kroll. Among other things, the firm’s investigators reassembled the
scaffolding from which Calvi’s body had been found suspended; had a man the same size
and weight, dressed in an identical suit and loafers, climb by the only possible route; and
then examined his shoes under a microscope.They had traces of paint and rust from the
scaffolding on the soles; the ones Calvi was wearing did not. Kroll concluded that Calvi
had been murdered.
Kroll’s report elicited headlines in the British tabloids.The City of London police
initially dismissed the report as amateurish, but Calvi’s death was ultimately reclassified
as a homicide. (In 2005, five people, several with ties to the Mafia, were charged in Rome
with the killing.In 2007, they were acquitted.)
s Kroll became more successful, the firm had to be vigilant about entrapment by
adversaries, competitors, or parties unknown.“We’d get a phone call from
somewhere in Europe,”Joe Rosetti said.“ ‘I have an assignment for you. Here’s what I
want you to do.I want you to intercept this or that.’ And we’d say, ‘First off, we don’t take
jobs over the phone. Second, we don’t know you.’Just that word ‘intercept’would raise a
flag.We didn’t do intercepts.That’s illegal.”
Clients, too, sometimes requested outlawry.“People ask us all the time to go crack that
bank account,”E. Norbert Garrett, who headed the firm’s business-intelligence and
information practice and now consults on the company’s operation in Asia, told me.
K
“Make the fake phone call, et cetera. But looking inside banks—that’s illegal.We’re
tempted from time to time, but we just don’t do it.We develop human sources, and that
takes time.” Kroll,Inc., does not have the power of subpoena or the power of arrest.Its
investigators must use weapons that are both sharper and softer than those available to
the police.Wiretaps, break-ins, bribes—Jules Kroll likes to dismiss competitors who use
such tactics as “cowboys.”But he has hired plenty of graduates of the C.I.A. and other
secret services, such as M.I.6 and the Mossad, and has also been obliged to fire some for
breaking the rules.With the end of the Cold War, a flood of former spies came onto the
private-security market.Their methods and networks could be useful, particularly in
countries, such as the ex-Soviet states, newly opened to foreign investment.
Kroll has hired two former New York City police commissioners: Robert McGuire, in
1989; and William Bratton, in 2000. McGuire was instrumental in landing a major
contract to redesign the security system of the World Trade Center after the 1993
terrorist bombing. He also helped Kroll get named the monitor of a federal plan to force
the Gambino crime family out of the trucking business in the garment district. A series
of similar jobs—monitoring cleanups of the Los Angeles police and the Detroit police—
came Kroll’s way.They were a steadier income source than investigations.
Jules Kroll never liked living from case to case. Just waiting for jobs to come over the
transom was too chancy. He had endless ideas for new lines of business, but rarely the
revenue to implement them.In 1991, Maurice (Hank) Greenberg, then the chief of
A.I.G., one of the world’s largest insurance companies, convinced Kroll that they were in
the same business: “risk.”Two years later, Kroll sold about twenty-two per cent of his
company to A.I.G.That gave him some of the acquisition capital he needed.In 1997,
Kroll merged with an Ohio armored-car company and went public. Revenues soared and
Kroll went on a company-buying spree.The merger later came undone. (It was a cultural
problem, he said.“They can march. You can’t teach them to swim.”) But by 2004 Kroll,
Inc., was worth more than a billion dollars.
Kroll has suffered its share of embarrassments.Its agents have admitted to
Dumpster-diving through shredded documents once they’re on public property.
That happened in a fight between the cosmetics giants Avon and Mary Kay. But there
are allegations that the firm has gone lower still. According to James B. Stewart’s book
“Den of Thieves,”Martin A. Siegel, who, in 1987, had pleaded guilty to insider trading
while at Kidder, Peabody, was harassed by Kroll operatives seeking to intimidate him so
that he wouldn’t testify against an arbitrageur at Goldman Sachs.The Kroll employees
impersonated a New York City police officer and a journalist; scared off a potential donor
to a children’s camp that Siegel was setting up; and paid his sixteen-year-old babysitter
fifty dollars for damning information about him. (Jules Kroll disputes this account.)
When I asked Kroll about the company’s low moments, he said, unhappily,“The jeans
wars. Jordache versus Guess.It was a full-blown brawl.”
The company’s “worst black eye,” according to Kroll, came in Brazil in 2004, when the
federal police raided the firm’s São Paulo offices and arrested five employees. Kroll had
been hired by Brasil Telecom to investigate whether the company’s second-largest
shareholder,Telecom Italia, was laying the groundwork for a takeover.The government
accused Kroll of wiretapping, bribing officials, and illegally intercepting e-mails.The real
reason for the raid, according to Jules Kroll, was a large payment made by Telecom Italia
to former police authorities. (Telecom Italia says it played no role in the raid.)
Meanwhile, he said, the company still hasn’t recovered from “the pasting we took”in the
Brazilian press.
But a deeper injury to the Kroll brand may be in the making. R. Allen Stanford, the
Texas billionaire now in jail and facing charges of having operated, from a base in
Antigua, a multibillion-dollar Ponzi scheme, was a longtime Kroll client. Kroll also gave
at least one other client assurances about Stanford.In 2007, a Maryland-based
foundation retained Kroll to evaluate the soundness of Stanford’s bank, and Kroll
produced a positive report.The foundation lost a substantial amount of money. (A
spokeswoman for Kroll said that a lawsuit filed by the foundation has been resolved.) For
more than a decade, Stanford fought off inquiries from a battery of United States
government agencies—the F.B.I., the I.R.S., the S.E.C., the State Department—that
were interested, variously, in whether he was laundering money for drug dealers,
defrauding investors, avoiding taxes, or committing other crimes. He was finally indicted,
last June. Kroll’s dubious role in the Stanford saga was detailed in the July issue of Vanity
Fair. Although no Kroll employees have been indicted, at least one has been fired.The
Stanford case has the potential to show a company engaged in something other than the
integrity business.
Kroll does not keep a list of cases and clients it turns down. (Allen Stanford should,
clearly, have been on such a list.) Jules Kroll did tell me about an approach, in early 1992,
from the first Clinton Presidential campaign, which was then floundering in the glare of
the Gennifer Flowers affair.There might be others, Kroll understood, who would need to
be investigated. Kroll said no.
“Every election, we get campaigns asking us to do opposition research,” Dan Karson told
me.“We won’t do it. Not because we’re afraid that the other guy might get elected but
because we don’t want to be associated with digging up dirt.If a campaign wants us to do
due diligence on itself, that’s different.We’ll do it.” Of course, Kroll routinely does
intensive opposition research—“digging up dirt”—in corporate battles.
As it happened, the Clinton campaign came back to Kroll later, he says, in 1992. Staffers
were worried that the Arkansas governor’s mansion had been bugged. Kroll took that job.
His agents swept the building and found nothing.I asked if he would have done the
same for George W. Bush—not his favorite politician.“Sure,” he said.“It’s a public
service.”
K
roll’s conception of public service—or, in another context, the national interest—is
too subtle for some observers.The French, for example, have never understood it.
When Kroll, working for the displaced government of Kuwait, revealed, in 1991, that
Saddam Hussein was a major shareholder in Hachette, France’s largest publisher, it
confirmed an existing view in official Paris that, as Norb Garrett put it,“we’re the
C.I.A.’s stalking horse.”Brian Jenkins, a former deputy chairman of Kroll, explained,
“The French were projecting.Their secret service worked on behalf of their private
sector, no apologies, and their companies working overseas reported to their secret
service.They just figured we were being more clever about it and created this thing called
Kroll.”
With its international intelligence networks and their sometimes unnerving abilities,
Kroll began to be described as “a private C.I.A.”This was unhelpful. Garrett—who was
the C.I.A.’s station chief in Cairo before he joined Kroll—told me,“We can’t work in
certain parts of the world if people believe we’re C.I.A.We just can’t.”
In business terms, dictator-asset searches burnished the brand. Public investigations of
corrupt, unpopular officials also raised Kroll’s profile.In 1992, the Brazilian Congress
impeached President Fernando Collor de Mello, largely on the basis of a Kroll report.
But not all governments are capable of making use of an investigation’s results. Even after
Kroll helped freeze Duvalier’s assets, the new Haitian government was unwilling to
execute basic legal maneuvers to claim them.The Haitians stopped paying their New
York lawyers, a move that effectively took Kroll off the job.This outcome remains one of
Jules Kroll’s keenest professional regrets.
Garrett said,“You think you’ve really teed up the information for litigation, and a client
doesn’t want to do anything. You’ve got the goods on a cabinet minister or a VicePresident,
and the government or the company or the family decides it doesn’t want the
embarrassment.To illuminate the playing field—that’s our job, not to press charges.
We’re not prosecutors.”
During the Boris Yeltsin era, the Russian Federation hired Kroll to trace the country’s
huge capital flight and unusual overseas K.G.B. accounts.“The fact that they hired us at
a press conference should have told us they weren’t serious,” Helsby said.“They got their
I.M.F. loan, which was the only real point,I suppose.We found good stuff, but it turned
out they didn’t want it. And then they didn’t pay the balance of our bill.”In 2006, the
Russian parliament and the state prosecutor both announced that they were investigating
Kroll for allegedly operating without a license.
I recalled a story that Brian Jenkins told me: “Jules and I were at Davos, maybe 1996.
One night was a black-tie gala—heads of state, heads of the world’s largest corporations.
So, as we were walking down the stairway into this sea of plutocrats, Jules said, ‘You
A
T
know, Brian, half of these people are our clients.’ And I said, ‘Half of these people are our
subjects.’I meant subjects of our investigations. And we were both right.”
fter Al Qaeda bombed the American Embassies in Nairobi and Dar es Salaam, in
1998, Kroll faced a dilemma.The Clinton Administration had responded with
cruise-missile attacks that destroyed, among other things, a factory in Khartoum that it
claimed was producing nerve gas for Osama bin Laden. Salah Idris, the owner of the
factory, wanted to sue the United States, which had frozen his bank accounts, and his
lawyers in Washington, good Kroll clients, asked Kroll to investigate.
“Normally, we wouldn’t take a case like that, against the U.S. government,”Jules Kroll
said. But he asked Norb Garrett to look into it.
“I saw that the facts didn’t fit the Clinton Administration’s description of things,” Garrett
told me.The alleged connection between Salah Idris and Osama bin Laden appeared
unlikely.Idris’s lawyer was a well-known human-rights advocate and opponent of Sudan’s
Islamist government, and the government of Saudi Arabia had granted Idris citizenship
—something it would not readily have done for a bin Laden crony.“So I suggested we
take it,” Garrett said.
Kroll’s investigation (like many others, including one
(http:///archive/1998/10/12/1998_10_12_034_TNY_LIBRY_000016572) for this
magazine by Seymour Hersh)refuted Washington’s claims.“I felt slightly guilty about it,
because I didn’t want to embarrass the agency, or the federal government,” Garrett told
me.“When the report was finished,I called George Tenet”—the C.I.A. director—“to see
if he wanted to read it.I mean, we don’t have access to electronic intercepts; we’re not the
C.I.A. At first, he said yes, but then he changed his mind, because of the litigation. So
we, along with his lawyers, briefed some House staffers on it, just to try to keep our skirts
clean with the federal government.”(On the day the U.S. had to respond to Idris’s suit,
his bank accounts were released.)
Garrett explained the disparity between what Kroll could do and what the C.I.A. could
in a place like Sudan.“They have to rely on public and covert sources,” he said.“But we
can go straight to Salah Idris. He’s our client, after all.We can go straight to his friends.
We can be manipulated, of course, shown incomplete information, and sometimes we
have to walk away from a case if we don’t trust somebody. But we definitely have some
advantages.”
he terrorist attacks of September 11th generated a grim surge in business for Kroll,
as corporations rushed to improve their security plans. Jules Kroll had long since
left individual case management to others, although he still met with clients and liked to
“feel the threads” of investigations in progress. He was now running a large, complex
K
organization, with much of its workforce overseas and at least five offices that were
actually bigger than the one in New York.“Jules was always playing the long game,” Dan
Karson said.
Now the game seemed to be to sell Kroll,Inc., while the selling was good. Kroll set his
sights on Marsh & McLennan, the world’s biggest insurance broker.This was early 2004,
and Eliot Spitzer, then New York’s attorney general, had been looking into Putnam,
Marsh’s mutual-fund subsidiary. Kroll met with Marsh. Not only did his company
specialize in regulatory compliance; Michael Cherkasky, one of its executives, had been
Spitzer’s mentor in the Manhattan D.A.’s office.
Marsh and Kroll, it was implied, might be a good corporate fit. Marsh was interested, but
would move to acquire Kroll only if Jules Kroll and the rest of the leadership stayed and
ran it. Kroll agreed.The two sides went back and forth over whether the deal would
include Marsh stock, but in mid-May, one month after Spitzer subpoenaed Marsh, they
settled on an all-cash agreement: $1.9 billion, paid in July, 2004.Three months later,
Spitzer charged Marsh with price-fixing and collusion, and Marsh’s stock fell by almost
fifty per cent.It has never recovered. Kroll’s luck, or timing, had been superb.
Did selling Kroll to a client that was under investigation harm the Kroll brand? It doesn’t
seem so: revenue is strong.The fraud-investigation business, people say, is countercyclical:
when times are bad in other fields, fraud rises, or is exposed, and jobs pour in.
But Kroll,Inc., has not been the same since Jules Kroll left.“It’s a little like growing up
and leaving home, except in this case it’s Daddy who left,”Tommy Helsby said.“Being
out of the warming rays of Jules Kroll’s personality, people feel they’ve lost something.
We will become less intense.We will become more of a normal company.It may be a
healthy thing.”
Norb Garrett has his doubts about normalcy, which has been creeping up on Kroll for
more than a decade, owing to its acquisitions.“Our new sister companies wanted to
integrate operations more,” he said.“That sort of transparency does sort of complicate
our lives, as we get bigger and more mainstream.They asked me to write a code of
conduct, which I refused to do. . . .They asked me point blank if I had ever lied.I had
been working under an alias, for Christ’s sake!”
Kroll can see Manhattan from his house, which sits on a headland called Parsonage
Point, on Long Island Sound, in Rye.The winding driveway is lined with plastic
“Drive Slow” kids, evidence of seven young grandchildren.The house is big and
comfortable but not particularly grand.There are two other houses on the property. Alex
Rodriguez rented one last season.
The four Kroll children all claim that they had normal lives as kids in Rye.Their father
The four Kroll children all claim that they had normal lives as kids in Rye.Their father
coached their soccer and Little League teams. Nick, the youngest, who is now a
comedian and a writer in Los Angeles, said,“There were kids whose dads were middling
accountants in Port Chester who couldn’t make it to a game. My dad, who’d been out
chasing Marcos and Baby Doc, was the coach. He never said, ‘Oh,I have a big job,I’m
busy.’”(Nick was, however, embarrassed when his father arrived at a Little League game
in a limousine.) During the Saddam investigation, Kroll hired off-duty policemen to
block the driveway of the house.The Post later darkly mentioned “potential assassins.” He
told me he was just being cautious.
The importance of discretion was impressed on the children. Nick said,“I was always,
like, ‘Dad, is the house bugged?’”Vanessa, the second-youngest, said,“People came to
him in crises, on their worst days.” She worked in civil-rights enforcement at the
Department of Justice after college and, later, as an analyst at Kroll. Dana Kroll Carlos,
the second-oldest, had a first career in sustainable agriculture; she was, until recently, in
charge of corporate responsibility and diversity for Kroll. Dana said of her father,“He put
a lot of trust in us.There were always these important phone calls, even on weekends.”
I knew what she meant about the phone calls. During our interviews, Kroll took many of
them. A local mogul, calling on behalf of someone planning to launch “the Kroll of
Israel”; Susan Isaacs, the novelist, wanting to know, for research purposes, what would
happen first if a prominent financier disappeared. Kroll told her about being brought in
after the kidnapping, in 2003, of Eddie Lampert, a billionaire hedge-fund manager in
Greenwich. For other calls, requiring privacy, he withdrew into a glass-walled office.
Kroll’s discretion lives, somewhat mysteriously, alongside a deep gregariousness. He loves
to tell stories, digress, and speculate, and his enthusiasms are beguiling. But, for all his
freedom to speak his mind now that he is no longer accountable to shareholders, he
struck me as being still, in many ways, a walking vault of confidential information.
Jeremy Kroll, the oldest sibling, who is thirty-eight, has a sober business mind. He helped
take Kroll,Inc., into computer forensics, which ended up being one of its most profitable
arms. But he is probably best known at the firm for having led a team, in 2001, that
seized equipment and gathered electronic evidence at a bank in Bosnia where a group of
Kroll auditors had earlier been taken hostage by Croats.The Croats were angry about an
investigation into the misuse of a large pile of United Nations money. Everybody got
home safely, and the U.N. got its money back.
Jeremy told me that it had taken him a while “to come to grips with the whole father-son
experience in business.” He now seems to have found his way. After Jules’s non-compete
agreement with Marsh & McLennan lapsed, this summer, he and Jeremy launched K2
Global Consultants, a risk-consulting and investigations firm that one industry analyst
quickly dubbed Kroll & Son.They just opened their first overseas office, in London.
J
ules Kroll was in his sunroom, ten yards from the water. He was wearing a blue
pullover and boat shoes.It was overcast, and bleached cattails were thrashing in the
wind. Kroll was feeling happy about news that the state-owned aluminum company in
Bahrain was suing Alcoa, the aluminum maker, for allegedly conspiring to bribe Bahraini
officials. (Alcoa has denied the allegation.) Nothing against Alcoa, but this was good.
“A government-run enterprise suing a company for bribing its own people.It’s a great
precedent”—the sort that portends waves of business, he believes, for companies like
Kroll.“There is so much due diligence to be done in developing countries,” he said.
Lynn Kroll was reading the paper, gasping at the latest economic news.
“It’ll reflate,” her husband said, without immense conviction.
Lynn, who worked for nonprofit groups before the kids were born, is now a full-time
philanthropist.There’s a Lynn and Jules Kroll Fund for Jewish Documentary Film.
Among the recent films it helped finance was “Waltz with Bashir.”
Kroll sipped coffee, staring out across the wind-ripped water. Manhattan was a spiky
clump of towers on the southwest horizon.
“There’s a lot of Monday-morning quarterbacking going on,” he said.“The issue now is
how to find a better balance between public and private control. But it’s not easy to get
the proper tension on the line.The political class is going to have a dramatically larger
role. Politicians will be appointing administrators over financial institutions that in turn
contribute to politicians.”
Kroll took a call.“Ambassador, how’s the jaw?”
People wanted to know what he was thinking. Some wanted in.What he was thinking,
he told me, was about starting “a risk-rating agency on steroids.”The big credit-rating
agencies had failed, comprehensively, to price risk accurately.Their basic setup, in which
the companies issuing securities were the ones who paid to have them rated, was flawed.
“Credit ratings turned out to be a false god,” Kroll said.“People relied on those ratings.
Now they’re saying, ‘Oh, we gave it a high rating but we were just expressing an opinion.’
And that’s bullshit.These structured instruments—why shouldn’t we be able to rely on
these ratings, as investors?”
A main theme in Kroll’s new projects, or potential projects, is trust—perhaps the scarcest
commodity in today’s financial markets.“I’d like to do the same thing I did with the
investigations business,” Kroll said.“Change the business model.” A new credit-rating
firm could be launched by early 2010. Pointing at me, he said,“We have to convince the
Finnegan Corporation that this will be a more honest process.That’s where the Kroll
name comes in.”
He got up and started pacing. Kroll can’t sit for long—old baseball injuries, he said. He
seemed to be thinking hard.“Somebody’s got to do this,” he said finally. He was looking
across the water, to where patches of sun lit up bits of the north shore of Long Island.“It
might do some good,” he said.“It might even make some money.” ?
William Finnegan has been a contributor to The New Yorker since 1984
and a staff writer since 198

http://powerbase.info/index.php/Kroll_WorldWide_Associates_Inc.

ANNALS OF DETECTION about Jules Kroll and corporate intelligence. In 1972, Jules Kroll launched J. Kroll Associates, which eventually became Kroll, Inc., the world’s preëminent detective agency, with three thousand employees, countless subcontractors, and offices in sixty cities in more than thirty-five countries. Last October, Kroll, aged sixty-eight, spoke to a crowd of students and faculty at Cornell, his alma mater. According to the history professor who introduced Kroll that day, Kroll, Inc., specializes in “pursuing crime, particularly financial crime, across international borders.” And so Kroll told stories about recovering the wealth plundered by dictators, among them Ferdinand Marcos, Saddam Hussein, and Jean-Claude (Baby Doc) Duvalier. Kroll’s stories were nearly all morality tales. But breaking up extortion rings, nailing dictators—that’s the Marvel Comics version of Jules Kroll’s career. Kroll really made his living, and his name, on Wall Street. He owed his success to Goldman Sachs and Skadden Arps and a long list of corporations, law firms, investment banks, hedge funds, and brokerage houses.

He and his company have been more highly valued for keeping things in the dark than for the occasional, client-approved exposé. Kroll is widely credited with creating an industry where there was none. Call it corporate intelligence. His company offered a range of services— forensic accounting, crisis management, competitor analysis—tooled for a globalized business world, in which industrial espionage, counterfeiting, computer fraud, identity fraud, and sophisticated financial crimes have flourished. “He was legitimatizing private-detective work at a different level,” Joe Rosetti, who was vice-chairman of Kroll until 2001, said. In 2004, Kroll sold his company to Marsh & McLennan, an insurance conglomerate, for nearly two billion dollars in cash. Kroll pocketed around a hundred and seventeen million dollars, and he stayed on to run Kroll, Inc., as a Marsh subsidiary. He retired in 2008, and he’s begun to speak in lectures and interviews about failures of corporate governance and the flaws of standard investment models. What is needed, he says, is “a whole new risk model.”

At Kroll, Inc., Jules Kroll hired former prosecutors, accountants, investigative journalists, academics, and specialized researchers. Kroll’s background checks quickly became a standard business tool in the financial industry. Mentions Daniel Karson. Describes Kroll’s investigation into the hanging of the Italian banker Roberto Calvi, in London. Kroll, Inc., does not have the power of subpoena or the power of arrest. But Jules Kroll has hired plenty of graduates of the C.I.A. and other secret services, such as M.I.6 and the Mossad. The company has suffered its share of embarrassments. Mentions Martin A. Siegel, who was harassed by Kroll operatives so that he wouldn’t testify against an arbitrageur at Goldman Sachs. In 2004, federal police raided the firm’s São Paulo offices and arrested five employees. Texas billionaire R. Allen Stanford, who was accused of operating a multibillion-dollar Ponzi scheme and indicted last June, was a longtime Kroll client. With its international intelligence networks and their sometimes unnerving abilities, Kroll began to be described as “a private C.I.A.” The terrorist attacks of September 11th generated a grim surge in business for Kroll, as corporations rushed to improve their security plans. This summer, Jules Kroll launched K2 Global Consultants, a risk-consulting and investigations firm, with his eldest son, Jeremy....

Read more: <a href="http://www.newyorker.com/reporting/2009/10/19/091019fa_fact_finnegan?printable=true&currentPage=all#ixzz2Yfjt63BB" style="text-decoration: none;">http://www.newyorker.com/reporting/2009/10/19/091019fa_fact_finnegan?printable=true¤tPage=all#ixzz2Yfjt63BB</a>

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<div><a href="http://www.clearancejobsblog.com/cleared-news/kroll-sells-us-government-security-clearance-business/">http://www.clearancejobsblog.com/cleared-news/kroll-sells-us-government-security-clearance-business/</a></div>

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<div>veritas</div>

=<div id="mw-content-text" dir="ltr" class="mw-content-ltr" style="direction: ltr; line-height: 19.2px; background-color: rgb(255, 255, 255);" lang="en">Kroll, Inc., headquartered in New York, "with major offices in Toronto, Miami, London, Sao Paulo and Hong Kong, and a vast network of regional offices located throughout the US and around the world," claims on its website that it is the "world's foremost independent <a href="http://www.sourcewatch.org/index.php?title=Risk_consulting&action=edit&redlink=1" class="new" title="Risk consulting (page does not exist)" style="text-decoration: none; background-image: none;">risk consulting</a> company. For more than 30 years, Kroll has helped companies, government agencies and individuals reduce their exposure to risk and capitalize on business opportunities. Kroll is traded on The NASDAQ Stock Market® under the symbol 'KROL'." <a rel="nofollow" class="external autonumber" href="http://www.krollworldwide.com/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">[1]</a>"With offices in more than 60 cities in the U.S. and abroad, Kroll can operate and restructure businesses; scrutinize accounting practices and financial documents; gather and filter electronic evidence for attorneys; recover lost or damaged data from computers and servers; conduct in-depth investigations; screen domestic and foreign-born job candidates; protect individuals, and enhance security systems and procedures," according to its website. <a rel="nofollow" class="external autonumber" href="http://www.krollworldwide.com/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">[2]</a><div id="toc" class="toc" style="border: 1px solid rgb(170, 170, 170); background-color: rgb(249, 249, 249); padding: 7px; display: table; zoom: 1;"><div id="toctitle" style="direction: ltr; text-align: center;"><h2 style="background-image: none; margin: 0px 0px 0.6em; overflow: hidden; padding: 0px; border: none; display: inline;">Contents</h2>  [<a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#" class="internal" id="togglelink" style="text-decoration: none; background-image: none;">hide</a>] </div><ul style="line-height: 1.5em; list-style-type: none; margin: 0.3em 0px 0.5em; padding: 0px; list-style-image: none;"><li class="toclevel-1 tocsection-1" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Clients" style="text-decoration: none; background-image: none;">1 Clients</a></li><li class="toclevel-1 tocsection-2" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Personnel" style="text-decoration: none; background-image: none;">2 Personnel</a></li><li class="toclevel-1 tocsection-3" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Company_History" style="text-decoration: none; background-image: none;">3 Company History</a></li><li class="toclevel-1 tocsection-4" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Management_Team" style="text-decoration: none; background-image: none;">4 Management Team</a><ul style="line-height: 1.5em; list-style-type: none; margin: 0px 0px 0px 2em; padding: 0px; list-style-image: none;"><li class="toclevel-2 tocsection-5" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Board_of_Directors.2F_Executive_Directors" style="text-decoration: none; background-image: none;">4.1 Board of Directors / Executive Directors</a></li><li class="toclevel-2 tocsection-6" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Non-Executive_Directors" style="text-decoration: none; background-image: none;">4.2 Non-Executive Directors</a></li><li class="toclevel-2 tocsection-7" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Corporate_Officers" style="text-decoration: none; background-image: none;">4.3 Corporate Officers</a></li></ul></li><li class="toclevel-1 tocsection-8" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Contact_Information" style="text-decoration: none; background-image: none;">5 Contact Information</a></li><li class="toclevel-1 tocsection-9" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#Related_SourceWatch_Resources" style="text-decoration: none; background-image: none;">6 Related SourceWatch Resources</a></li><li class="toclevel-1 tocsection-10" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll,Inc.#External_links" style="text-decoration: none; background-image: none;">7 External links</a></li></ul></div><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Clients</h2>"Kroll's clients include many of the world's largest and most prestigious corporations, law firms, academic institutions, non-profit organizations, sovereign governments and high net-worth individuals, entertainers and celebrities." <a rel="nofollow" class="external autonumber" href="http://www.krollworldwide.com/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">[3]</a><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Personnel</h2>"Kroll's seasoned professionals were handpicked and recruited from leading management consulting companies, top law firms, international auditing companies, multinational corporations, special operations forces, law enforcement and intelligence agencies. Kroll also maintains a network of highly trained specialists in cities throughout the world who can respond to your global needs 24 hours a day, seven days a week," its website states. <a rel="nofollow" class="external autonumber" href="http://www.krollworldwide.com/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">[4]</a><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Company History</h2>According to Kroll's website, "Since being founded in 1972 by <a href="http://www.sourcewatch.org/index.php/Jules_B.Kroll" title="Jules B. Kroll" style="text-decoration: none; background-image: none;">Jules B. Kroll</a> (now the company's executive chairman), Kroll has expanded beyond investigative and security services to include corporate advisory and restructuring, consulting and other risk mitigation services."Kroll's expansion started in the 1980s, when the company began helping corporate clients size up the financial standing of suitors and takeover targets. Kroll quickly became known as <a href="http://www.sourcewatch.org/index.php?title=Wall_Street&action=edit&redlink=1" class="new" title="Wall Street (page does not exist)" style="text-decoration: none; background-image: none;">Wall Street</a>'s "private eye.""By the 1990s, strategic acquisitions and mergers helped Kroll become a full-service global risk consulting company. By acquiring companies specializing in <a href="http://www.sourcewatch.org/index.php?title=Forensic_accounting&action=edit&redlink=1" class="new" title="Forensic accounting (page does not exist)" style="text-decoration: none; background-image: none;">forensic accounting</a>, <a href="http://www.sourcewatch.org/index.php?title=Background_screening&action=edit&redlink=1" class="new" title="Background screening (page does not exist)" style="text-decoration: none; background-image: none;">background screening</a>, <a href="http://www.sourcewatch.org/index.php?title=Drug_testing&action=edit&redlink=1" class="new" title="Drug testing (page does not exist)" style="text-decoration: none; background-image: none;">drug testing</a>, <a href="http://www.sourcewatch.org/index.php?title=Security_engineering&action=edit&redlink=1" class="new" title="Security engineering (page does not exist)" style="text-decoration: none; background-image: none;">security engineering</a>,<a href="http://www.sourcewatch.org/index.php?title=Corporate_restructuring&action=edit&redlink=1" class="new" title="Corporate restructuring (page does not exist)" style="text-decoration: none; background-image: none;">corporate restructuring</a> and <a href="http://www.sourcewatch.org/index.php?title=Electronic-data_recovery&action=edit&redlink=1" class="new" title="Electronic-data recovery (page does not exist)" style="text-decoration: none; background-image: none;">electronic-data recovery</a>, Kroll was able to complement its traditional investigative and intelligence expertise."In March of 2004, Kroll hired co-founder of <a href="http://www.sourcewatch.org/index.php/Defence_Systems_Limited" title="Defence Systems Limited" style="text-decoration: none; background-image: none;">Defence Systems Limited</a>, <a href="http://www.sourcewatch.org/index.php/Alastair_Morrison" title="Alastair Morrison" style="text-decoration: none; background-image: none;">Alastair Morrison</a>, to lead a new subsidiary, <a href="http://www.sourcewatch.org/index.php?title=Kroll_Security_International_Inc.&action=edit&redlink=1" class="new" title="Kroll Security International Inc. (page does not exist)" style="text-decoration: none; background-image: none;">Kroll Security International Inc.</a>, based out of Kroll's Europe, Middle East & Africa (EMEA) regional headquarters in London. They will assume responsibility for overseeing the Iraq assignments, global kidnap for ransom, as well as the security services work conducted in Latin America and the Asia-Pacific. <a rel="nofollow" class="external autonumber" href="http://www.krollworldwide.com/news/releases/news_detail.asp?reqid=508259" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">[5]</a>Kroll is a member of the <a href="http://www.sourcewatch.org/index.php/Private_Security_Company_Association_of_Iraq" title="Private Security Company Association of Iraq" style="text-decoration: none; background-image: none;">Private Security Company Association of Iraq</a>.<h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Management Team</h2><h3 style="background-image: none; margin: 0px 0px 0.3em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom-style: none;">Board of Directors / Executive Directors</h3><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;">Jules B. Kroll, Executive Chairman of the Board</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Michael_G.Cherkasky" title="Michael G. Cherkasky" style="text-decoration: none; background-image: none;">Michael G. Cherkasky</a>, President and Chief Executive Officer</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Simon_V.Freakley&action=edit&redlink=1" class="new" title="Simon V. Freakley (page does not exist)" style="text-decoration: none; background-image: none;">Simon V. Freakley</a>, President, Corporate Advisory & Restructuring Group and head of Kroll Ltd.</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Michael_D.Shmerling" title="Michael D. Shmerling" style="text-decoration: none; background-image: none;">Michael D. Shmerling</a>, Executive Vice President and President, Background Screening Group</li></ul><h3 style="background-image: none; margin: 0px 0px 0.3em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom-style: none;">Non-Executive Directors</h3><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Judith_C.Areen&action=edit&redlink=1" class="new" title="Judith C. Areen (page does not exist)" style="text-decoration: none; background-image: none;">Judith C. Areen</a>, Dean, Georgetown University Law Center</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Peter_A.Cohen&action=edit&redlink=1" class="new" title="Peter A. Cohen (page does not exist)" style="text-decoration: none; background-image: none;">Peter A. Cohen</a>, Managing Member, <a href="http://www.sourcewatch.org/index.php?title=Ramius_Capital_Group&action=edit&redlink=1" class="new" title="Ramius Capital Group (page does not exist)" style="text-decoration: none; background-image: none;">Ramius Capital Group</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Thomas_E.Constance&action=edit&redlink=1" class="new" title="Thomas E. Constance (page does not exist)" style="text-decoration: none; background-image: none;">Thomas E. Constance</a>, Partner, <a href="http://www.sourcewatch.org/index.php?title=Kramer_Levin_Naftalis%26_Frankel&action=edit&redlink=1" class="new" title="Kramer Levin Naftalis & Frankel (page does not exist)" style="text-decoration: none; background-image: none;">Kramer Levin Naftalis & Frankel</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Raymond_E.Mabus" title="Raymond E. Mabus" style="text-decoration: none; background-image: none;">Raymond E. Mabus</a>, Of Counsel, <a href="http://www.sourcewatch.org/index.php?title=Baker,Donelson,Bearman_and_Caldwell&action=edit&redlink=1" class="new" title="Baker, Donelson, Bearman and Caldwell (page does not exist)" style="text-decoration: none; background-image: none;">Baker, Donelson, Bearman and Caldwell</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=J.Arthur_Urciuoli&action=edit&redlink=1" class="new" title="J. Arthur Urciuoli (page does not exist)" style="text-decoration: none; background-image: none;">J. Arthur Urciuoli</a>, Chairman, <a href="http://www.sourcewatch.org/index.php?title=Archer_Group&action=edit&redlink=1" class="new" title="Archer Group (page does not exist)" style="text-decoration: none; background-image: none;">Archer Group</a></li></ul><h3 style="background-image: none; margin: 0px 0px 0.3em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom-style: none;">Corporate Officers</h3><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;">Jules B. Kroll, Executive Chairman of the Board</li><li style="margin-bottom: 0.1em;">Michael G. Cherkasky, President and Chief Executive Officer</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Michael_A.Beber&action=edit&redlink=1" class="new" title="Michael A. Beber (page does not exist)" style="text-decoration: none; background-image: none;">Michael A. Beber</a>, Executive Vice President, Strategic Development</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=James_R.Bucknam&action=edit&redlink=1" class="new" title="James R. Bucknam (page does not exist)" style="text-decoration: none; background-image: none;">James R. Bucknam</a>, Executive Vice President, Operations and President, Security Services Group</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Steven_L.Ford&action=edit&redlink=1" class="new" title="Steven L. Ford (page does not exist)" style="text-decoration: none; background-image: none;">Steven L. Ford</a>, Executive Vice President and Chief Financial Officer</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Sabrina_H.Perel&action=edit&redlink=1" class="new" title="Sabrina H. Perel (page does not exist)" style="text-decoration: none; background-image: none;">Sabrina H. Perel</a>, Vice President, General Counsel and Secretary</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Michael_A.Petrullo&action=edit&redlink=1" class="new" title="Michael A. Petrullo (page does not exist)" style="text-decoration: none; background-image: none;">Michael A. Petrullo</a>, Executive Vice President and Chief Operating Officer</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Alastair_Morrison" title="Alastair Morrison" style="text-decoration: none; background-image: none;">Alastair Morrison</a>: Chairman and CEO of Kroll International Security</li></ul><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Contact Information</h2>Global Headquarters
900 3rd Avenue
New York, NY 10002
212.593.1000
<h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Related SourceWatch Resources</h2><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Operation_Iraqi_Freedom" title="Operation Iraqi Freedom" style="text-decoration: none; background-image: none;">Operation Iraqi Freedom</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Diplomatic_Tactical_Services" title="Diplomatic Tactical Services" style="text-decoration: none; background-image: none;">Diplomatic Tactical Services</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Private_security_consultants" title="Private security consultants" style="text-decoration: none; background-image: none;">private security consultants</a></li></ul><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">External links</h2><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;">Douglas Jehl, <a rel="nofollow" class="external text" href="http://www.nytimes.com/2003/07/18/international/worldspecial/18SECU.html?th" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">U.S. Considers Private Iraqi Force to Guard Sites</a>, The New York Times, July 18, 2003: "the Coalition Provisional Authority in Baghdad and private American companies, including Kroll Inc., a well-known private security consulting concern, were discussing how members of the proposed force could be screened and approved."</li><li style="margin-bottom: 0.1em;">Ben Hills, "<a rel="nofollow" class="external text" href="http://www.smh.com.au/news/business/the-brazilian-connection/2005/06/24/1119321906577.html" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">The Brazilian connection</a>", Sydney Morning Herald, June 25, 2005.</li><li style="margin-bottom: 0.1em;">Ben Hills, "<a rel="nofollow" class="external text" href="http://www.smh.com.au/news/business/welcome-to-the-murky-world-of-kroll-inc--the-private-cia/2005/06/24/1119321904732.html" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">Welcome to the murky world of Kroll Inc - the private CIA</a>", Sydney Morning Herald, June 25, 2005.</li><li style="margin-bottom: 0.1em;"><a rel="nofollow" class="external text" href="http://www.newyorkbusiness.com/apps/pbcs.dll/article?AID=/20061101/FREE/61101008/1048/newsletter01" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">"Kroll pulls security team out of Iraq. Kroll withdrew its bodyguard teams from Iraq and Afghanistan after four workers died in Iraq,"</a> NewYorkBusiness.com, November 1, 2006. re <a href="http://www.sourcewatch.org/index.php/Civil_war_in_Iraq" title="Civil war in Iraq" style="text-decoration: none; background-image: none;">civil war in Iraq</a></li></ul></div><div id="catlinks" class="catlinks" style="border: 1px solid rgb(170, 170, 170); background-color: rgb(249, 249, 249); padding: 5px; margin-top: 1em; clear: both; line-height: 19.2px;"><div id="mw-normal-catlinks" class="mw-normal-catlinks"><a href="http://www.sourcewatch.org/index.php/Special:Categories" title="Special:Categories" style="text-decoration: none; background-image: none;">Categories</a>: <ul style="line-height: 1.5em; list-style: none none; margin: 0px 0px 0.5em; padding: 0px; display: inline;"><li style="margin: 0.125em 0px; display: inline-block; line-height: 1.25em; border-left-style: none; padding: 0px 0.5em 0px 0.25em; zoom: 1;"><a href="http://www.sourcewatch.org/index.php/Category:Nuclear_PR" title="Category:Nuclear PR" style="text-decoration: none; background-image: none;">Nuclear PR</a></li><li style="margin: 0.125em 0px; display: inline-block; line-height: 1.25em; border-left-width: 1px; border-left-style: solid; border-left-color: rgb(170, 170, 170); padding: 0px 0.5em; zoom: 1;"><a href="http://www.sourcewatch.org/index.php/Category:Private_military_corporations" title="Category:Private military corporations" style="text-decoration: none; background-image: none;">Private military corporations</a></li><li style="margin: 0.125em 0px; display: inline-block; line-height: 1.25em; border-left-width: 1px; border-left-style: solid; border-left-color: rgb(170, 170, 170); padding: 0px 0.5em; zoom: 1;"><a href="http://www.sourcewatch.org/index.php/Category:Corporations" title="Category:Corporations" style="text-decoration: none; background-image: none;">Corporations</a></li></ul></div></div>=sourcewatch (stub?<div id="mw-content-text" dir="ltr" class="mw-content-ltr" style="direction: ltr; line-height: 19.2px; background-color: rgb(255, 255, 255);" lang="en">"Kroll was founded in 1972 by <a href="http://www.sourcewatch.org/index.php/Jules_B.Kroll" title="Jules B. Kroll" style="text-decoration: none; background-image: none;">Jules B. Kroll</a> as a consultant to corporate purchasing departments. The company focused on helping clients improve operations by uncovering kickbacks, fraud or other forms of corruption."In the 1980s, Kroll became known as "Wall Street's private eye" as a result of its high-profile investigative due diligence work in the financial sector. The company later gained worldwide renown for its success in searching for assets hidden by Jean-Claude Duvalier, Ferdinand and Imelda Marcos, and Saddam Hussein... In August 2010, Kroll was acquired by <a href="http://www.sourcewatch.org/index.php/Altegrity" title="Altegrity" style="text-decoration: none; background-image: none;">Altegrity</a>, Inc., a provider of information solutions. Altegrity’s family of companies includes <a href="http://www.sourcewatch.org/index.php?title=USIS&action=edit&redlink=1" class="new" title="USIS (page does not exist)" style="text-decoration: none; background-image: none;">USIS</a> and<a href="http://www.sourcewatch.org/index.php?title=HireRight&action=edit&redlink=1" class="new" title="HireRight (page does not exist)" style="text-decoration: none; background-image: none;">HireRight</a>. It is principally owned by <a href="http://www.sourcewatch.org/index.php/Providence_Equity_Partners" title="Providence Equity Partners" style="text-decoration: none; background-image: none;">Providence Equity Partners</a>."<a href="http://www.sourcewatch.org/index.php/Kroll#cite_note-1" style="text-decoration: none; background-image: none; white-space: nowrap;">[1]</a><div id="toc" class="toc" style="border: 1px solid rgb(170, 170, 170); background-color: rgb(249, 249, 249); padding: 7px; display: table; zoom: 1;"><div id="toctitle" style="direction: ltr; text-align: center;"><h2 style="background-image: none; margin: 0px 0px 0.6em; overflow: hidden; padding: 0px; border: none; display: inline;">Contents</h2>  [<a href="http://www.sourcewatch.org/index.php/Kroll#" class="internal" id="togglelink" style="text-decoration: none; background-image: none;">hide</a>] </div><ul style="line-height: 1.5em; list-style-type: none; margin: 0.3em 0px 0.5em; padding: 0px; list-style-image: none;"><li class="toclevel-1 tocsection-1" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#Board" style="text-decoration: none; background-image: none;">1 Board</a></li><li class="toclevel-1 tocsection-2" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#Contact" style="text-decoration: none; background-image: none;">2 Contact</a></li><li class="toclevel-1 tocsection-3" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#Resources_and_articles" style="text-decoration: none; background-image: none;">3 Resources and articles</a><ul style="line-height: 1.5em; list-style-type: none; margin: 0px 0px 0px 2em; padding: 0px; list-style-image: none;"><li class="toclevel-2 tocsection-4" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#Related_Sourcewatch" style="text-decoration: none; background-image: none;">3.1 Related Sourcewatch</a></li><li class="toclevel-2 tocsection-5" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#References" style="text-decoration: none; background-image: none;">3.2 References</a></li></ul></li></ul></div><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Board</h2>Accessed October 2012: <a href="http://www.sourcewatch.org/index.php/Kroll#cite_note-2" style="text-decoration: none; background-image: none; white-space: nowrap;">[2]</a><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=J.Philip_Casey&action=edit&redlink=1" class="new" title="J. Philip Casey (page does not exist)" style="text-decoration: none; background-image: none;">J. Philip Casey</a> - President and CEO</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/William_J.Bratton" title="William J. Bratton" style="text-decoration: none; background-image: none;">William J. Bratton</a> - Chairman</li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php?title=Donald_Buzinkai&action=edit&redlink=1" class="new" title="Donald Buzinkai (page does not exist)" style="text-decoration: none; background-image: none;">Donald Buzinkai</a> - Chief Financial Officer</li></ul><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Contact</h2>Web: <a rel="nofollow" class="external free" href="http://www.kroll.com/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">http://www.kroll.com</a><h2 style="background-image: none; font-weight: normal; margin: 0px 0px 0.6em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom: 1px solid rgb(170, 170, 170);">Resources and articles</h2><h3 style="background-image: none; margin: 0px 0px 0.3em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom-style: none;">Related Sourcewatch</h3><ul style="line-height: 1.5em; margin: 0.3em 0px 0.5em 1.6em; padding: 0px; list-style-image: url(data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAUAAAANAQMAAABb8jbLAAAABlBMVEX///8AUow5QSOjAAAAAXRSTlMAQObYZgAAABNJREFUCB1jYEABBQw/wLCAgQEAGpIDyT0IVcsAAAAASUVORK5CYII=);"><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Eric_Dezenhall" title="Eric Dezenhall" style="text-decoration: none; background-image: none;">Eric Dezenhall</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Iraq_Suppliers" title="Iraq Suppliers" style="text-decoration: none; background-image: none;">Iraq Suppliers</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Brazil_Foundation" title="Brazil Foundation" style="text-decoration: none; background-image: none;">Brazil Foundation</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Joe_Wright" title="Joe Wright" style="text-decoration: none; background-image: none;">Joe Wright</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Aldwin_J.G.Wight" title="Aldwin J.G. Wight" style="text-decoration: none; background-image: none;">Aldwin J.G. Wight</a></li><li style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Mark_Blagbrough" title="Mark Blagbrough" style="text-decoration: none; background-image: none;">Mark Blagbrough</a></li></ul><h3 style="background-image: none; margin: 0px 0px 0.3em; overflow: hidden; padding-top: 0.5em; padding-bottom: 0.17em; border-bottom-style: none;">References</h3><ol class="references" style="line-height: 1.5em; margin: 0.3em 0px 0.5em 3.2em; padding: 0px; list-style-image: none;"><li id="cite_note-1" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#cite_ref-1" style="text-decoration: none; background-image: none;"><span class="cite-accessibility-label" style="top: -99999px; clip: rect(1px 1px 1px 1px); overflow: hidden; position: absolute !important; padding: 0px !important; border: 0px !important; height: 1px !important; width: 1px !important;">Jump up↑</a> Kroll <a rel="nofollow" class="external text" href="http://www.kroll.com/about/history/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">History</a>, organizational web page, accessed October 1, 2012.</li><li id="cite_note-2" style="margin-bottom: 0.1em;"><a href="http://www.sourcewatch.org/index.php/Kroll#cite_ref-2" style="text-decoration: none; background-image: none;"><span class="cite-accessibility-label" style="top: -99999px; clip: rect(1px 1px 1px 1px); overflow: hidden; position: absolute !important; padding: 0px !important; border: 0px !important; height: 1px !important; width: 1px !important;">Jump up↑</a> Kroll <a rel="nofollow" class="external text" href="http://www.kroll.com/about/leadership/" style="text-decoration: none; background-image: url("data:image/png;base64,iVBORw0KGgoAAAANSUhEUgAAAAoAAAAKCAYAAACNMs+9AAAAVElEQVR42n3PgQkAIAhEUXdqJ3dqJ3e6IoTPUSQcgj4EQ5IlUiLE0Jil3PECXhcHGBhZ8kg4hwxAu3MZeCGeyFnAXp4hqNQPnt7QL0nADpD6wHccLvnAKksq8iiaAAAAAElFTkSuQmCC"); padding-right: 13px; background-position: 100% 50%; background-repeat: no-repeat;">Leadership</a>, organizational web page, accessed October 1, 2012.</li></ol></div><div id="catlinks" class="catlinks" style="border: 1px solid rgb(170, 170, 170); background-color: rgb(249, 249, 249); padding: 5px; margin-top: 1em; clear: both; line-height: 19.2px;"><div id="mw-normal-catlinks" class="mw-normal-catlinks"><a href="http://www.sourcewatch.org/index.php/Special:Categories" title="Special:Categories" style="text-decoration: none; background-image: none;">Categories</a>: <ul style="line-height: 1.5em; list-style: none none; margin: 0px 0px 0.5em; padding: 0px; display: inline;"><li style="margin: 0.125em 0px; display: inline-block; line-height: 1.25em; border-left-style: none; padding: 0px 0.5em 0px 0.25em; zoom: 1;"><a href="http://www.sourcewatch.org/index.php/Category:United_Kingdom" title="Category:United Kingdom" style="text-decoration: none; background-image: none;">United Kingdom</a></li><li style="margin: 0.125em 0px; display: inline-block; line-height: 1.25em; border-left-width: 1px; border-left-style: solid; border-left-color: rgb(170, 170, 170); padding: 0px 0.5em; zoom: 1;"><a href="http://www.sourcewatch.org/index.php/Category:Corporations" title="Category:Corporations" style="text-decoration: none; background-image: none;">Corporations</a></li></ul></div></div>

spooky biz

<p style="margin: 0px 0px 1em; padding: 0px; direction: ltr; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 19.5938px; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px; background-color: rgb(255, 255, 255);">Chevron is sort of an interesting case. They have been hit with a $9.5 billion fine related to their pollution they — that Texaco, which they purchased, conducted, spilled in Ecuador. So, Chevron tried to, through a private investigative firm, giant private investigative firm called Kroll tried to hire a journalist who’s name was Mary Cuddehe to essentially act as a corporate spy for Chevron and to try to discredit a public health study about the effects of the oil spill. So, they tried to hire her. She said no and then she just wrote this totally wonderful, charming piece about Kroll’s efforts in The Atlantic a few years ago.  democ now <a href="http://www.democracynow.org/blog/2013/11/25/pt_2_us_corporations_enlist_ex">http://www.democracynow.org/blog/2013/11/25/pt_2_us_corporations_enlist_ex</a>

73

Mary Cuddehe,

“A

Spy

the

Jungle.”

The

Atlantic,

August

2010.

---

bs bloomberg

<h1 style="margin: 0px 0px 12px; padding: 0px; border: 0px none; outline: none 0px; vertical-align: baseline; background-color: rgb(255, 255, 255); line-height: 1.2em; font-style: normal; font-variant: normal; letter-spacing: normal; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px; background-repeat: no-repeat;">Marsh & McLennan Rebounds to Level Before Spitzer’s Suit</h1>

<div id="story_meta" style="margin: 0px; padding: 0px; border: 0px none; outline: none 0px; vertical-align: baseline; background-color: rgb(255, 255, 255); position: relative; font-style: normal; font-variant: normal; font-weight: normal; letter-spacing: normal; line-height: 14px; text-align: start; text-indent: 0px; text-transform: none; white-space: normal; word-spacing: 0px; background-repeat: no-repeat;"><cite class="byline" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; display: block; font-style: normal; line-height: 1.3em; width: 350px;">By Marci Jacobs - Oct 28, 2013</cite></div>

<a topic_url="http://topics.bloomberg.com/marsh-&-mclennan-cos-inc/" href="http://www.bloomberg.com/quote/MMC:US" density="full" title="Get Quote" ticker="MMC:US" class="web_ticker" style="margin: 0px; padding: 0px; border: 0px none; outline: none 0px; vertical-align: baseline; text-decoration: none; background-repeat: no-repeat;">Marsh & McLennan Cos. (MMC)</a>, the biggest insurance broker by market value, has climbed to a 9-year high, bouncing back from the plunge that followed then-New York Attorney General <a href="http://topics.bloomberg.com/eliot-spitzer/" density="sparse" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">Eliot Spitzer</a>’s lawsuit against the company.

The broker has rallied 34 percent this year, including a 2.3 percent gain last week to $46.56. That compares with $46.13 on Oct. 13, 2004, the day before Spitzer sued, accusing Marsh & McLennan of rigging bids and taking kickbacks from insurers. The stock slipped 23 cents to $46.33 at 4:02 p.m. in New York.

Chief Executive Officer Daniel Glaser is building on the strategy of his predecessor, Brian Duperreault, who cut costs, streamlined operations and expanded through regional and international acquisitions. Glaser is Marsh & McLennan’s third CEO since Jeffrey Greenberg resigned after Spitzer’s suit.

“It was a culture that was frankly not focused on operating as efficiently as they could,” Fred Fialco, co-manager at investment firm Torray LLC, which manages about $600 million in assets, said in an interview last week. “When Brian Duperreault came in, that was one of the areas he targeted aggressively, as well as driving revenue growth in international expansion and trying to acquire smaller, regional insurance brokerage businesses.”

An improving economy, higher insurance pricing and investor interest in health-care exchanges are fueling the insurance-brokerage industry,<a href="http://topics.bloomberg.com/meyer-shields/" density="sparse" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">Meyer Shields</a>, an analyst at Keefe Bruyette & Woods Inc., said in a phone interview.

Marsh & McLennan rival <a topic_url="http://topics.bloomberg.com/aon-plc/" href="http://www.bloomberg.com/quote/AON:US" density="full" title="Get Quote" ticker="AON:US" class="web_ticker" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">Aon Plc (AON)</a> gained 2.9 percent in last week’s trading after reporting that third-quarter profit climbed. Both brokers invested this year in the exchanges, in which they help clients’ employees buy coverage online.

<h2 style="margin: 0px 0px 17px; padding: 0px; border: 0px none; outline: none 0px; vertical-align: baseline; background-color: transparent; line-height: 1.6em; font-weight: normal; background-repeat: no-repeat;">Investor Excitement</h2>

“There is a lot of investor excitement regarding the possibility of health-care exchanges driving incremental revenue in the future,” Charles Sebaski, an analyst with Bank of Montreal, said in an interview last week. “Aon, its largest and only true competitor, was the first to build out a health-care exchange and the stock has done very well.”

Shares of New York-based Marsh & McLennan had their biggest drop in at least two decades on Oct. 14, 2004, the day of Spitzer’s suit, plummeting as much as 26 percent. The stock posted annual declines until 2010.

Marsh & McLennan agreed in 2005 to pay $850 million to settle the case. It apologized, saying some employees had “unlawfully deceived” customers, without admitting or denying any claim in Spitzer’s suit. The broker won release from lawsuit-related restrictions in 2010.

Greenberg was replaced as CEO in 2004 by Michael Cherkasky, a former prosecutor who cleaned up relations with regulators and was then ousted in 2007 after he was unable to regain lost clients and profit. The next CEO, Duperreault, joined the company after a career at American International Group Inc. and Ace Ltd. He retired last year.

Glaser, 53, took over the top job on Jan. 1 this year after serving as chief operating officer and head of the flagship insurance brokerage. His company is scheduled to post third-quarter results on Nov. 6.

Spitzer gained national prominence for bringing cases against Wall Street firms, and was elected <a href="http://topics.bloomberg.com/new-york/" density="sparse" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">New York</a> governor in 2006. He was driven from office in March 2008 after patronizing prostitutes. Spitzer lost the Democratic primary race for New York City comptroller this year.

To contact the reporter on this story: Marci Jacobs in New York at <a href="mailto:mjacobs63@bloomberg.net" title="Send E-mail" density="mailto" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">mjacobs63@bloomberg.net</a>

To contact the editor responsible for this story: Dan Kraut at <a href="mailto:dkraut2@bloomberg.net" title="Send E-mail" density="mailto" style="margin: 0px; padding: 0px; border: 0px; outline: 0px; vertical-align: baseline; background-color: transparent; text-decoration: none; background-repeat: no-repeat;">dkraut2@bloomberg.net</a>

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