In addition to the obvious delay in output, Clermon was further concerned about his investment in the company. Hooper had recruited him in 1992 to join the venture in a marketing capacity. In turn Clermon had persuaded Lewis, a personal friend, to do the business plan on a contingency basic. Now, he had a very uncomfortable feeling about where the company was going. In June 1993 Hooper had fired Reid on the pretext the administrator was stifling his efforts to develop the final product. Now it seemed that things were out of control and Clermon suggested to Adachi that perhaps Lewis should be brought in as a consultant to audit the company’s performance.