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 wasredone. 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
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 wasredone. 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
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