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For many auditors, the word of the CFO and an Andersen partner would have been more than enough to leave the situation alone. "You have to understand," says a WorldCom employee, "Scott was probably the most respected person in the company." But, says Cooper, "when someone is hostile, my instinct is to find out why."
As the weeks went on, Cooper directed her team members to widen their net. Having watched the Enron implosion and Andersen's role in it, she was worried they could not necessarily rely on the accounting firm's audits. So they decided to do part of Andersen's job over. She and her team began working late into the night, keeping their project secret. And they had no allies. At one point, one of Cooper's employees bought a CD burner and started copying data, concerned that the information might be destroyed before they could finish.
In late May, Cooper and her group discovered a gaping hole in the books. In public reports the company had categorized billions of dollars as capital expenditures in 2001, meaning the costs could be stretched out over a number of years into the future. But in fact the expenditures were for regular fees WorldCom paid to local telephone companies to complete calls and therefore were not capital outlays but operating costs, which should be expensed in full each year. It was as if an ordinary person had paid his phone bills but written down the payments as if he were building a phone tower in his backyard. The trick allowed WorldCom to turn a $662 million loss into a $2.4 billion profit in 2001.
Internal auditors, by definition, work in pursuit of a gotcha. So discoveries like this produce a strange "adrenaline rush," says a WorldCom audit employee, "and at the same time, there's a great sadness." Cooper's mother Patsy could see that the investigation had taken its toll. "I noticed a change in her countenance," she says. "There was no cadence to her speech. I noticed a lack of, well, it seemed to be energy."
On June 11, Sullivan called Cooper and gave her 10 minutes to come to his office and describe what her team was up to, says a source involved with the case. She did, and Sullivan, known for his poker face, remained calm. He then asked her to delay the audit, according to a WorldCom timeline of events filed with the SEC. She told him that would not happen. The meeting was a turning point for her because she, like her colleagues in the industry, considered Sullivan the gold standard. "It was terribly disappointing," says Cooper.
The next day, Cooper told the head of the audit committee about her findings, but she still held out hope that there was a reasonable explanation. She and her team began looking for ways to somehow justify what they had found in the books. Finally, they confronted WorldCom's controller, David Myers, who admitted he knew the accounting could not be justified, according to an internal-audit memo.