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Indira's vision was to create software that could respond to "extreme event risk." 9/11 was an extreme event. Risk Management involves devising ways to stop big problems from happening throughout the enterprise. She needed a company to provide a key piece of this enterprise software. She was reviewing a number of systems one of which was from a company called Ptech.
Her confidence in Ptech, especially when viewing their list of prominent clients;
The White House, Treasury Department (Secret Service), CIA, FBI, both houses of Congress, Air Force, Navy, Department of Energy, IRS, Booze Allen Hamilton, IBM, Enron and even NATO all used Ptech software. IBM, a global strategic partner with JP Morgan, had selected Ptech for their Preferred Vendor program.
All of this convinced Indira that Ptech was the right choice. After getting the extensive site clearance JP Morgan required, Indira invited Ptech to the premises for a one-day evaluation of their software. But according to Indira, everything was wrong that day. They didn't come with anything needed to do the one-day evaluation, but Ptech's chief scientist, Dr. Hussein Ibrahim, suggested to Indira that they develop the software on his laptop.
"If you know how these things are conducted, that was a show stopper," says Indira. Ptech would have been able to walk away with the blueprint to Indira's program on their laptop, and JP Morgan would have been left with nothing. Indira decided Ibrahim's proposition was a definite deal breaker.
Risk blueprints worth millions of dollars aren't given away at an introductory meeting; the industry doesn't work that way. To this day Indira is unsure of why Ibrahim would have even suggested this. "He's not a stupid man," she said, "he knows this is not how business is conducted."
Her suspitions were aroused, so, with Ptech's people still in the office, Indira called Roger Burlton, who runs Business Process Renewal in Vancouver. Roger told Indira, "Don't let them out of your sight and don't let them leave with anything."