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 incompetent—the 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 touch—anything 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 CEO—tall 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."
When asked for his view on a key issue, he would confidently state, "Let's take a deep dive into our scalable solutions to identify low-hanging fruit that can move the needle on our strategic alignment."
His philosophy of leadership could be summed up in one sentence: "Deals are made on the golf course and not in the boardroom." He made sure that he was out there making deals as often as he could. He was so dedicated to making deals that during the winter, he would often fly to fancy resorts in Hawaii or Mexico to pursue them—all on the company's dime, of course.
Rewarding EK3 with the top position at Karlson Industries was going to be a disaster.
To be fair, I didn't really care that much about the company itself. It was owned by the Karlson Family Trust, and they treated it like a giant piggybank to fund the family's lavish lifestyle. What I did care about, however, were the hundreds of families across the state who relied on paychecks from Karlson Industries to support their families and the thousands of retirees drawing a Karlson Industries pension. Those families relied on Karlson Industries and would bear the brunt of EK3's missteps.
Although I felt a profound loyalty to the people who made our company what it is, the Karlsons took a very different view. I couldn't remember the last time that I had seen EK2 or EK3 out on a shop floor or on site at a job. The details of the day-to-day operations of the company were beneath their dignity. In their minds, they were the munificent overlords of Boise, Idaho who anointed their subjects with employment and prosperity. All they asked in return was adulation and unquestioned obedience.
For myself, I tried to spend half of my time talking to the people in my division, from the newest and most junior clerical assistant through to my senior managers and directors. As the head of Karlson Electric (a division of Karlson Industries), my job was to keep my finger on the pulse of the team, to anticipate and deal with risks and challenges, and to find ways to make everyone's jobs smoother and easier. I made it so that team members could choose their own vacation times (within reason), and book sick days and doctor's visits as needed. As long as the work got done, I trusted my team to do the right thing.
Oh sure, there was an occasional malcontent who chose to abuse the system, but my team rapidly developed antibodies that eliminated those cancers before they had a chance to spread. EK3 would not have lasted a week in my division.
I needed time to think. I could have just holed up in my office, but I wanted to get away from the office, if only for a few hours. I knew that my wife and daughters met for lunch every Friday at Fettucine's, an upscale Italian bar and restaurant not far from my office, and I really needed so see some friendly faces, so I decided to join them. Getting some hugs would be an added bonus and would go a long way toward making me feel better about an otherwise miserable day.
I didn't know it then, but that lunch would change the course of many lives, including my own, but not in the ways that I could have foreseen. Sometimes it is the hardest lessons in life that force us to grow the most. To paraphrase Red in "The Shawshank Redemption", sometimes you need to crawl through a river of shit to come out clean on the other side.
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I was eighteen years old when I had sex with Kelly Karlson for the first time. It was late in the spring of our senior year of high school. Kelly was pissed off with Braedon Jameson, her boyfriend-du-jour and star of the football team and I happened to be at the party where she saw Braedon making out with Diane Beasley. On a whim, Kelly decided that I would be the vehicle for her vengeance. What better way to get back at your boyfriend than by fucking the class nerd?