“So what do we do?”

“You do nothing. Go away for a few weeks, take a vacation. Show one of your Polish teenagers something other than your bedroom ceiling for a change.”

Gabe shook his head. “No way. I can’t leave the business, not now.”

“I’m not asking you, I’m telling you,” said Dia. “Bugger off. I know what I’m doing.”

Gabe spent two weeks at Muizenberg, a local beach resort, with a girl named Lenka. Once the site of a famous battle between the British and the Dutch, Muizenberg was now the go-to resort for affluent Capeto-nians, an African version of the Hamptons.

“Gorgeous!” Lenka gasped as they strolled past the Victorian mansions on the promenade.

“Gorgeous!” she enthused, taking in the wide sandy beaches and turquoise water of False Bay.

“Gorgeous!” she cooed, when a spaniel puppy bounded up to Gabe on the beach and promptly urinated on his deck shoes.

After two days, Gabe was climbing the walls. One more “gorgeous” and he’d be forced to try to hang himself with the hotel sheets.

I will never, ever go on vacation again with a girl with the IQ of a dog turd. Even if she does look like a movie star.

Muizenberg was dull. Deathly dull. But it could have been one of the Seven Wonders of the World and Gabe would still have hated it. His mind had never left Pinetown.

The morning he got back to Cape Town, he raced to the office. He hadn’t felt so nervous since the day he stood in the dock at Walthamstow, waiting to be sentenced.

“So?” he asked Dia breathlessly. “Did you make any progress?”

“A little.”

Gabe’s heart sank. A little? They didn’t need a little. They needed a bloody miracle. He’d have to give up the apartment. Move back to Kennedy Road. Or perhaps the time had come to go home home? To admit defeat and go back to Scotland? There was no work at the docks, but maybe…

“I sold them all.”

It took a moment for Dia’s words to sink in.

“But…I don’t…how…but…”

Dia teased him. “You know, after two weeks away, I’d forgotten how articulate you can be.”

“You…but…all of them?”

“Every last one.”

“How?”

“Faith, my friend. Faith.”

Gabe looked at him blankly. Dia explained.

“I went to see the pastor at my old church and asked if he would let me speak there. He wasn’t keen at first, but I persuaded him. Church meetings around here are packed.”

“What did you say?”

“The same thing you’ve been saying, but in their voice. I talked about my own childhood. About the kids I knew who died as a direct result of the appalling living conditions, the lack of sanitation. I tried to let them know that I’ve been where they are, that I’m one of them. People started asking questions. From then on, it was easy. I talked them through your model, explained the financing. The next day I moved to another parish, then another.

“I actually sold the last unit three days ago. But I figured it could keep. I didn’t want to ruin your holiday with the lovely Lenka.”

Gabe thought about the nightmarish last few days in Muizenberg and didn’t know whether to laugh or cry.

“Aren’t you going to say something?”

Striding over to Dia, Gabe picked him up in a huge bear hug and danced around the room, whooping for joy.

“Gorgeous!” He laughed. “Dia Ghali, you are bloody gorgeous!”

TWENTY

THE DAWN OF THE NEW MILLENNIUM USHERED IN A PERIOD of great change in the business world. Companies that had once been seen as untouchable giants began to disintegrate, outpaced by minuscule dot-com start-ups. Greed was still the name of the game. But the rules of the game had changed.

On April 8, 1999, former housewares salesman Craig Winn became a billionaire…for a day or two. When his three-year-old Internet startup, Value America, went public, the stock price veered wildly from $23 a share to almost $75 a share, before settling at $55. The forty-five-year-old Winn went to bed that night with a paper fortune of $2.4 billion. Not bad for a company that had never made a profit-and never would.

Within a year, the share price had fallen to two dollars. Over half of Value America’s employees had been fired and investors had lost millions. In August 2000, the company filed for bankruptcy.

In boardrooms across America, CEOs of what were now termed “old-economy” companies-giants like Kruger-Brent-watched these developments with dismay. Everything was changing. While the dot-com boom burned itself out in a spectacular fireball of ignorance and greed, the sands of world power were also shifting. China and India were on the up. The dollar began to falter. In investment banking and pharmaceuticals, two of Kruger-Brent’s key profit sectors, companies were merging and acquiring one another faster than the analysts could keep up. In banking, many of the great names of the 1980s-Salomon Brothers, Bankers Trust, Smith Barney-disappeared literally overnight, swallowed up by bigger, often foreign, rivals. In pharmaceuticals, the likes of Glaxo and Ciba faded as new brands like Aventis and Novartis emerged. In car manufacturing, Ford went on an acquisition spree, buying Volvo and Mazda and Aston Martin, then turned on a dime and began selling, first Jaguar then Land Rover. Meanwhile, the prices of oil and land-real estate-continued to rise like floodwater. Every year, every month, economists predicted a correction, but it never seemed to come. Banks fell over themselves to offer cheap credit, pouring gas onto the flames of an already overheated market.

They were exciting times. And dangerous times. For Peter Templeton, it was all too much. In 2006, he retired quietly to Dark Harbor, alone at last with the memories of his beloved Alexandra. His departure caused barely a ripple in the market. Everybody knew that Peter had never been more than a puppet chairman of Kruger-Brent. Tristram Harwood quietly took the helm and corporate life continued much as before.

As head of Kruger-Brent’s oil-and-gas division, Tristram Harwood had spent the past decade playing solitaire on his computer while his group’s assets quadrupled in value. He applied the same sit-back-and-do-nothing philosophy to his chairmanship. After all, it was only going to last for three years.

In three years’ time, the two Blackwell heirs, Max Webster and Lexi Templeton, turned twenty-five. According to the terms of Kate Blackwell’s will, twenty-five was the age when one of them would take control of Kruger-Brent.

The general assumption was that that person would be Max.

But in the new economic world order, assumptions were made to be broken.

Within a week of starting work in the Internet division, Max knew he had made a mistake. During the summer of his and Lexi’s last internships, it had looked like the Internet sector was about to enter into a second period of rapid growth. Real estate, by contrast, was long overdue a correction. This combined with the fact that it had always been one of Kruger-Brent’s least dynamic businesses was what had prompted him to railroad Lexi into it.

Unfortunately, by the time the cousins graduated from business school and joined Kruger-Brent full-time, the market had performed another of its disconcerting backflips. Jim Bruton had done his best to stem the tide of losses. But when Max showed up for his first day at work, Kruger-Brent’s Internet division was hemorrhaging money so fast, he was plunged into twenty-four-hour damage control.

Meanwhile, Lexi and August Sandford had galvanized the sleepy real-estate division and were making money hand over fist. Under August’s guidance, Kruger-Brent extended its reach into Europe and Asia. While Max was locked away with auditors in a windowless office in Manhattan, Lexi was flying all over the world, to Tokyo, Paris, Hong Kong and Madrid, clinching deal after deal in property. She made sure the press knew about every one of her successes.