“Tell me the things you most want to keep secret,” Mr. Seiden challenged a top executive at the bank a few years back. The executive listed two. One involved the true identities of clients negotiating deals so hush-hush that even people inside the bank referred to them by using a code name. The other was the financial details of those mergers and acquisitions.
A week later, Mr. Seiden again sat in this man’s office in Manhattan, in possession of both supposedly guarded secrets. As a bonus, he also had in hand a pilfered batch of keys that would give him entry into this company’s offices scattered around the globe, photocopies of the floor plans for each office and a suitcase stuffed with backup tapes that would have allowed him to replicate all the files on the bank’s computer system.