Erardi added, "He says the killer has nasty friends, thus the desire for protection. Sounds like a gang of some variety. Once we start adding names, we'll concentrate on those with gang connections."
A pause, then a doubtful Westlake said, "And that's it?"
"It's the best we can do for now."
Westlake clicked his heels together, arched his back, gripped his hands behind his head, and breathed deeply. He stretched, and breathed, and stretched, then said, "Okay. Collect the prison records and get started. How many hands do you need?"
"Can you spare two men?"
"No, but you can have them. Go. Get started."
Barry the Backhander. The client I never met until they dragged us into federal court one gray morning and read the entire indictment aloud.
In a ham-and-egg storefront law office, you learn the basics of many mundane legal tasks, but it's difficult to specialize. I tried to avoid divorce and bankruptcy and I never liked real estate, but to survive I often had to take who and what walked in the door. Oddly, it would be real estate that brought about The Fall.
The referral came from a law school pal who was working for a midsized firm in central D.C. The firm had a client who wished to purchase a hunting lodge in Shenandoah County, in the foothills of the Allegheny Mountains, about an hour southwest of Winchester. The client desired great secrecy and demanded anonymity, which should have been the first warning sign. The purchase price was $4 million, and after some haggling, I negotiated a flat fee of $100,000 for Copeland, Reed & Bannister to handle the transaction. Such a fee had never been seen by me or my partners, and we were excited, initially. I set my other files aside and went to research the land records in Shenandoah County.
The lodge was about twenty years old and had been built by some doctors who enjoyed grouse hunting, but as happens with many such ventures, the partners had reached a disagreement. A serious one, involving lawyers and lawsuits, even a bankruptcy or two. After a couple of weeks, though, I had things sorted out and delivering a clean title opinion to my still anonymous client would be no problem. A closing date was set and I prepared all the necessary contracts and deeds. There was a lot of paperwork, but then again we were going to earn a rather fat fee.
The closing was delayed a month, and I asked my law school pal for $50,000, or half of the attorneys' fees. This was not uncommon, and since I had invested a hundred hours at this point, I wanted to get paid. He called back to say the client would not agree. No big deal, I thought. In a typical real estate transaction, the attorneys are not paid until the closing takes place. I was informed that my client, a corporation, had changed its name. I redrafted the documents and waited. The closing was again delayed, and the sellers began threatening to walk away.
During this time, I was vaguely aware of the name and reputation of a Beltway operative by the name of Barry Rafko or, more famously, Barry the Backhander. He was about fifty years old and for most of his adult life had been rummaging around D.C. looking for a lazy way to make a buck. He had been a consultant, a strategist, an analyst, a fund-raiser, and a spokesman, and he had worked at the lower levels of a few election campaigns of congressmen and senators, both Democratic and Republican. Didn't matter to Barry. If he was getting paid he could strategize and analyze from either side of the street. He hit his stride, though, when he and a partner opened a lounge near the Capitol. Barry hired some young hookers to tend bar in miniskirts, and almost overnight the place became a favorite meat market for the legions of staffers who swarm the Hill. Low-ranking congressmen and mid-ranking bureaucrats discovered the place, and Barry was on the map. With his pockets full of cash, his next venture was an upscale steak house two blocks from his lounge. He catered to lobbyists and offered great steaks and wines at reasonable prices, and before long senators were getting their preferred tables. Barry loved sports and bought lots of tickets - Redskins, Capitals, Wizards, Georgetown Hoyas - which he gave away to his friends. By this time he had founded his own "governmental relations" firm and it was growing rapidly. He and his partner had a fight, and Barry bought his interest in their holdings. Alone, wealthy, and fueled by ambition, Barry set his sights on the top of his profession. Unrestrained by ethical considerations, he became one of the most aggressive purveyors of influence in Washington. If a rich client wanted a new loophole in the tax code, Barry could hire someone to write it, insert it, convince his friends to support it, and then do a masterful job of covering it up. If a rich client needed to expand a factory back home, Barry could arrange a deal whereby the congressman would secure the earmark, send the money home to the factory, and pocket a sizable check for his reelection efforts. Everyone would be thrilled.
In his first brush with the law, he was accused of slipping cash to a senior adviser to a U.S. senator. The charge didn't stick but the nickname did: Barry the Backhander.
Because he operated on the sleazier side of an often sleazy business, Barry knew the power of money, and sex. His yacht on the Potomac became a notorious love boat, famous for wild parties and plenty of young women. He owned a golf course in South Carolina where he took members of Congress for long weekends, usually without their wives.
For Barry, though, the more powerful he became, the more risks he was willing to take. Old friends drifted away, frightened by troubles that seemed inevitable. His name was mentioned in an ethics investigation in the House. The Washington Post picked up his scent, and Barry Rafko, a man who had always craved attention, was getting more than his share.
I had no idea, no real way of knowing, that the hunting lodge was one of his projects.
The corporate name changed again; the paperwork was redone. Another closing was delayed, then a new proposal: my client wanted to lease the lodge for one year at the rate of $200,000 a month, with all rentals to be applied to the purchase price. This led to a week of intense bickering, but a deal was finally reached. I reworked the contracts again and insisted my firm be paid half of our fee. This was done, and Mr. Copeland and Mr. Reed were somewhat relieved.
When the contracts were finally signed, my client was an offshore company operating on the tiny island of St. Kitts, and I still had no idea who was behind it. The contracts were signed by an unseen corporate representative down there in the Caribbean and shipped overnight to my office. As per our agreement, my client would wire into our law firm trust account the sum of $450,000 and some change, enough to cover the lease payments for the first two months, plus the remainder of our fee, plus some miscellaneous expenses. I would in turn write a $200,000 check to the sellers for each of the first two months, then my client would replenish the account. After twelve months of this, the lease would be converted to a sale, with our little firm due another sizable fee.
When the wired funds hit our bank, the banker called to inform me that our trust account had just received $4.5 million, as opposed to $450,000. I figured someone got carried away with the zeros; plus, there could be worse things than having far too much money in the bank. But something didn't add up. I tried to contact the shell company that was technically my client on St. Kitts but got the runaround. I contacted the law school pal who had referred the case, and he promised to look into the matter. I distributed the first month's rent and the attorneys' fee to our firm and waited for instructions to wire out the excess. Days passed, then weeks. A month later, the banker called to say that another $3 million had just landed in our trust account.