n March 2002, when WorldCom was struggling to coordinate and integrate the complex mess cre- ated by the 65 companies it had acquired, World- Com's then highly respected chief financial officer, Scott Sullivan, moved $400 million from a reserve account and recorded it as"income" in the compa- ny's public financial reports. Alerted to this, Cynthia Cooper, the perfectionist head of WorldCom's in ternal audit department, began to secretly examine the company's books at night. She soon discovered that Scott Sullivan(named a"best CFO" by CFO Magazine in 1998) and David Myers, WorldCom's controller, for years had publicly reported billions of dollars as"capital expenditures" when they were really operating costs, ignored uncollectible receiv- ables, and reported as"income" what were really reserve funds, and did all this with the help of Arthur Andersen, the company's auditor and accounting firm. Though angrily threatened by Sullivan, and risking her job and career, on June 20, 2002, an ap- prehensive Cooper courageously met with the audit committee of WorldCom's board of directors and told them what had been going on.