It was the smallest possible scale of justice, five dollars at a register, and it was, in its way, the truest, because it asked for nothing back and no one ever wrote it down.

Corbin, for his part, rebuilt the culture of Stanford Development from the inside out.

He instituted mandatory safety audits by independent third parties.

He established an anonymous hotline that let any crew member report a job-site hazard directly to senior management, over the head of any manager who might wish to bury it.

And he prohibited, without exception,, absolutely, any delay of a safety request to protect a schedule bonus.

Sometime later, in an executive meeting, a newly appointed manager complained that the new safety oversight was cutting into quarterly margins.