Sketches of You, PART 1 (Allegro)
A story about love, trust, and a dog named Sebastian
This is a longer (60k+ word) story that leans pretty heavily into the "Lit" aspect of Literotica, so it may not be to everyone's taste. That being said, it does have some elements of erotica in it as well, so friends and family, be warned. It is structured like a concerto* (shoutout to the music theory nerds out there) and I will publish it in three parts. Even though each part fits best in a different Literotica category, I wanted to publish the whole thing in the same place, so I defaulted to 'Romance' since that's where my other stories are found and where this one ends up. It just takes a little while to get there. With those caveats in mind, I hope you enjoy it, and as always, I look forward to your ratings and comments.
CGN
*A concerto is a piece of classical music that typically has three movements: the
first (Allegro)
, sets up the main themes and introduces the solo instrument; the
second (Adagio)
, offers emotional depth and contrast; and the
third (Allegro)
, brings the piece to a dynamic conclusion.
CHAPTER 1
"Don't worry, Richard, there will always be a place for you at Karlson Industries."
It was both a statement and a dismissal. A statement about my value to the company where I had worked for the last twenty years. And a dismissal of the notion that my contributions to said company would ever be acknowledged or rewarded.
I left the office of Edgar Karlson the Second (or EK2 as I thought of him, both for brevity and to distinguish him from his son, Edgar Karlson the Third or EK3), the CEO of Karlson Industries and my father-in-law, in a bit of a daze. As the door closed on EK2 and his son, I could hear their laughter celebrating the appointment of the next generation of Karlson as the new CEO, succeeding his father at the beginning of the new year.
To be fair, I didn't think that their laughter was directed at me. I doubted that either of them even realized that my decade-long ambition to become CEO of the company had just been thwarted in a five-minute courtesy meeting. After all my careful planning, I didn't even have time to make my case or play my trump card. I was just called into the meeting, told to congratulate EK3, and then invited to leave.
Being overlooked for CEO was bad enough, but I was stunned at the choice of EK3 in my place. He was equal parts arrogant, oblivious, and incompetentโthe kind of man who was born on third base but couldn't stop bragging about how he had hit a triple. He was a terrible manager and a worse leader who had the opposite of the Midas touchโanything gold that he touched turned to lead.
It should have been impossible for someone to make the wrong choice as consistently as he did, but somehow, he did it. He was a savant at making the wrong decision for the wrong reasons. It was like he had taken the lesson of Robert Frost's famous poem to heart and decided that he would always take the road less traveled, even when that road had neon flashing lights and warning signs saying that it led straight off a cliff. Time and again, however, EK3 avoided the consequences of his disastrous decisions by foisting the blame on someone else and taking credit for other people's successes.
The two divisions of Karlson Industries that he currently ran had over three times the turnover as the rest of the company, and they consistently missed on their profit and revenue targets. And yet, he was being rewarded by being made CEO.
To be fair, he did look the part of a CEOโtall and handsome, with an easy smile and a full head of hair. He wore tailored Italian suits, kept his collars and cuffs pressed, and his gleaming white teeth had seen more peroxide than a Hollywood starlet's hair. And despite his lack of any discernible skills or interest in learning, he had somehow managed to graduate with a degree in business, and he had an executive MBA from one of those East Coast MBA factories.
EK3 knew many fancy business words, and he wasn't afraid to use them. He would sit in senior leadership meetings and pontificate, "We need to focus on our value proposition and operationalize our customer-centric framework to capitalize on game-changing opportunities."