By Rebecca Smith, John R. Emshwiller
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Additional resources for 24 Days: How Two Wall Street Journal Reporters Uncovered the Lies that Destroyed Faith in Corporate America (2003-2004)
Otherwise it would have been ﬁne. ” “What was that, Mr. ” Emshwiller interjected, not quite sure he had heard what he’d just heard. “Our employees are big shareholders,” Skilling continued. ’ I would have to say I didn’t know. ” There was a silence on the other end of the line for what seemed like a long time to Emshwiller but was probably at most a few seconds. “I guess so,” replied a small, almost boyish voice. ” Emshwiller asked, still trying to absorb the startling admission that he’d just heard.
At every other paper where Smith had worked, you wrote the story; it ran. The most desirable stories were taken for page one. Everything else ran inside. Placement was not something she ever thought about or worried about because enough of her Red Sky Warning 29 stories had always made their way onto page one. But at the Journal, placement was critically important because it also determined length. If you didn’t have a good slot, you wouldn’t get much space. That meant you couldn’t tell much of a story.
An unnamed “senior ofﬁcer” had run and partly owned some partnerships that appeared to be doing vast amounts of business with Enron. ” A few things seemed clear, though. The transactions involved hundreds of millions of dollars. And the unnamed senior ofﬁcer had, for unstated reasons, severed ties to the partnerships as of July 31, two weeks earlier. Could Skilling be that senior ofﬁcer? This might be a scoop, he thought. The timing certainly seemed more than coincidental. Perhaps these partnerships had something to do with why he’d quit as chief executive.
24 Days: How Two Wall Street Journal Reporters Uncovered the Lies that Destroyed Faith in Corporate America (2003-2004) by Rebecca Smith, John R. Emshwiller