Epstein Secrets

O'Neil, North American Director, the Trilateral Commission Lucas Papademos, Governor of the Bank of Greece, Athens Schelto Patijn, former mayor of Amsterdam, The Netherlands James A. Pattison, Chairman, President and Chief Executive Officer Jim Pattison Group Inc., Vancouver William Perry, Michael and

e later told New York that Epstein's forte was dealing with wealthier clients, helping them with their overall portfolios. Leslie Wexner, founder of LimitedBrands, reportedly made Epstein his financial adviser and was instrumental in building his fortune. Epstein was no footman; he loved luxury and, in his ow

ct as their calling cards, Epstein keeps all his deals and clients secret, bar one client: bil- lionaire Leslie Wexner, the respected chair- man of Limited Brfnds. Epstein insists that ever since he left Bear Stearns in 1981 he has managed money only for billionaires— who depend on him for discretion. "I was

to God, and how and when. Finance was dominated by a few families, largely working in the secretive counting rooms of early banking capitals such as Amsterdam or Genoa or Lyon. Knowledge about the world, a sense of science and of history and even geography, was closely held, fiercely opaque. Inside monaster

nce strong names. Google unseats Britannica. Ride-sharing firms vaporize taxi medallion economics. “Change or die,” the old computer 54 If it works: Hal Brands, The Promise and Pitfalls of Grand Strategy, (U.S. Army War College Strategic Studies Institute, August 2012); Jennifer Mitzen, “Illusion or Intentio

erely to the loss of your secrets, but also to perversion and control. This is the cold truth: that old hacker ethos, the one spread out so warmly on Amsterdam grass 20 years ago, the be liberal in what you accept frontier society instinct, is dead. Weird machines and normal machines, weird networks and norm

rnational Politics, (Reading, MA: Addison-Wesley, 1979), 126 248 It establishes: For a discussion about why a grand strategy is of practical use see Hal Brands, “The Promise and Pitfalls of Grand Strategy,” Strategic Studies Institute, External Associates Monograph Program, 2012 173 HOUSE_OVERSIGHT_018405