The proposed interview even included a segment about Darla's charitable donations.
Everything was designed to make her look remorseful.
But as she sat in the back of her car outside the investigator's office, she realized something uncomfortable.
She had spent more time planning how to appear sorry than considering what she needed to be sorry for.
Her phone rang.
The public relations adviser wanted to confirm the interview.
Darla answered.
"Cancel it."
There was a pause.
"Excuse me?"
"The interview. Cancel it."
"But we've already spoken to the network."
"I understand."
"Darla, we need to control the story."
She looked through the window at pedestrians crossing the street.
A delivery worker struggled to maneuver several heavy boxes through a revolving door. People walked around him without offering assistance.
Darla watched the scene.
Then she said, "I've spent my whole life trying to control the story."
The adviser sighed.
"That's what public relations is."
"No. That's what I've been doing instead of fixing things."
Another pause.
"Are you saying you don't want representation anymore?"
"I'm saying I don't want to turn an apology into a publicity campaign."
The adviser began explaining the potential damage.
Darla listened for a moment.
Then repeated her decision.
She ended the call.
For the first time since the airplane incident, she had made a choice without considering whether it would improve her public image.
And she found the experience unexpectedly frightening.
Because now she had nothing to hide behind.
No carefully written statement.
No expensive photographer.
No famous friends offering support.
Only the consequences of her behavior and the uncomfortable task of understanding how she'd reached this point.
The independent review of Whitmore & Vale continued for another six weeks.
Investigators examined performance evaluations, internal communications, project assignments, and formal employee complaints. They also interviewed former staff members who had left the company during Darla's presidency.
The results were neither simple nor universally damning.
Several accusations couldn't be substantiated.
Some employees described Darla as demanding but fair during major projects.
Others credited her with recognizing their creative abilities and helping them advance.
She had successfully negotiated important celebrity partnerships, contributed to profitable collections, and strengthened the company's visibility among younger luxury consumers.
But the review also identified serious failures.
Darla had repeatedly humiliated employees during meetings.
She had overridden established procedures when someone challenged her preferences.
Certain management decisions lacked adequate documentation.