The war room was the following Tuesday. In it, Vincent presented a version of events that was, in every material way, false. He said the client had "repeatedly expanded scope" during the engagement. That was a lie — I had every single change-request email, and the client had not asked for scope expansion a single time. He said "the client's internal IT team had failed to provide necessary access to downstream systems," which was, in fact, a problem we had created by under-estimating the integration complexity. He said the operations director had "been non-responsive" on critical user acceptance testing. Denny had been the most responsive stakeholder I had ever worked with. He had responded to every email within forty minutes, for eleven months straight, and had pulled his team in on two Saturdays to help us test. I sat in the war room and I listened to Vincent blame the client for every single one of my manager's mistakes, and I watched six senior partners and an attorney nod sympathetically. And I realized, with a clarity that surprised me, that I was the only person in the room who knew the truth.