PC was the United Nations top official. I was thrilled when PC called the next day to request a meeting at his house, which was also in Greenwich, CT, to assist him with his PC. He said he cannot trust anyone with this information. During our first meeting, the subject came up that I was good at computers. I was a Mac, and he was a PC. His PC was a trusted workhorse, but it sometimes resisted his commands. I, on the other hand, thrived in the Apple ecosystem, preferring the seamless interface and creative flair of Mac.  

 

PC greeted me warmly at his elegant Greenwich home, his demeanor admirable. He led me to his study, where a large PC monitor dominated the desk. "I suppose you’re going to tell me to switch to a Mac," he joked. We both laughed, acknowledging the friendly rivalry. PC and Mac became close friends. 

 

I helped PC troubleshoot a few persistent issues, organizing his files and updating his software. Our friendship spanned decades, and throughout this time, I assisted PC with his PC happily during decades of friendship.

 

Our business discussions began with an in-depth analysis of petroleum but soon blossomed into far-reaching conversations about topics such as admiration for America and our planet, energy infrastructure, global politics, counterterrorism, anti-money laundering, commodities, art, antiques, religion, and humanitarian projects.

 

For decades, we made it a tradition to meet every Wednesday, either at our favorite Italian restaurant on Greenwich Avenue or at my house. These gatherings were filled with laughter, hard work, and a shared vision for making a positive impact on the world.

 

During a conference call assisting a group to secure buyers for crude oil, I addressed BB's interest in participating in a petroleum transaction. BB was going to travel to the Middle East to secure a ten-year crude oil sale and purchase agreement. BB was a retired United States high-level intelligence officer.

 

The petroleum deal discussed during the call was described as exceptionally lucrative, promising BB both a "royal treatment" and financial gains that appeared unusually generous. Throughout the conversations, I noted that the offer seemed "too good to be true." Multiple warning signs and red flags were identified, raising concerns about the legitimacy and safety of the proposed transaction. While BB was initially enticed by the prospect of significant rewards, the presence of numerous red flags underscored the need for caution and further due diligence before any engagement in the petroleum transaction.

 

Deep down, I could not shake the conviction that something was amiss. Either he was motivated by factors he was unwilling to disclose, lacked the necessary experience to succeed, or was simply blinded by the allure of immense financial gain. The prospect of 'billions' seemed to cloud his judgment, making it difficult for him to objectively evaluate the risks and challenges ahead.

 

I thought it was the last one, a greed trap. When I gave him my honest advice, I did so out of genuine care and a desire to help him avoid foreseeable pitfalls. My warning was serious, intended to highlight risks that I believed were real and consequential. However, instead of considering my perspective, he responded defensively, choosing to rely on his own explanation and disregarding my concerns.

 

I expressed strong concerns about the authenticity of the transaction, highlighting the risks associated with proceeding blindly. The possibility of severe consequences, including kidnapping, was emphasized as a critical factor in the decision-making process. BB was so enthusiastic about the deal that he didn't pay attention.

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Providing sincere advice can be a difficult task, especially when the recipient is not open to hearing it. The experience of offering genuine guidance and a serious warning, only to have it dismissed or poorly received, often leads to a sense of frustration and concern for the other person's well-being.

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Like thousands who came to me for advice and disappeared without a thank you, BB vanished. Four months later, Erny I., whose uncle was our country’s former president, called me. His voice carried a sense of urgency. "You probably don't remember BB, but we need your help," he began, pausing as if expecting me to fill in the silence. "It's BB," Erny continued, lowering his voice. He should have listened to you. He has been disappeared without leaving any trace. We need your help locating him in the Middle East. “The circumstances of his disappearance are concerning, and there is currently no information regarding his whereabouts”.

I was confident about what had happened to him, but I chose not to take any action immediately that might cause unnecessary confusion. To avoid harming his case or interfering with his situation, I decided it would be best to wait for an official statement before proceeding further.

 

Throughout the challenging process to secure BB's release from captivity, I dedicated significant effort and worked closely with PC. Together, we explored every possible avenue to ensure BB's safety and freedom. Recognizing the urgency and gravity of the situation, I encouraged PC to persistently press the foreign minister for action. Unfortunately, despite our relentless advocacy, it became clear that the foreign minister was more preoccupied with safeguarding his own position rather than prioritizing BB’s life.