18 months is a long time to be shackled in charity HR bureaucracy.
Endless 121s, consultation meetings, capability procedures and finally disciplinary procedures. All in an attempt to ascertain why a previously satisfactory, if a little dull, manager had suddenly unplugged from the grid.
Even his team weren't sure what he was doing - working three days from home and only two in the office left plenty of room for speculation.
The best explanation I could come up with was that his wife must have some form of mental illness.
But no amount of guesswork could prepare me for the shocking discovery that he and his not-ill wife had set up an ad agency from home ... highlighting its 'ethical' credentials.
But moonlighting is hard to spot unless you micromanage - especially if, as in this case, the individual does just enough to avoid dismissal. There were so many other competing priorities that I never had long enough to focus on this issue in enough detail. If I had, I might have spotted the inconsistencies, and may have saved his team twelve months of frustration.
Sadly, one thing's now sure. His betrayal of his team means my starting point is "no" if someone asks for flexible working.