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At some point Park turned to Patil and said, “She’s the L6.” In Park’s time with the federal government, he’d dealt with one technology crisis after another. He’d noticed a pattern that he’d first identified in the private sector: in any large organization, the solution to any crisis was usually found not in the officially important people at the top but in some obscure employee far down the organization’s chart. A case in point was the day the software used by the State Department to process visa applications stopped working. That day the U.S. government simply lost its ability to issue visas. Park sent in a team to figure out why. “They called me and said, ‘Six layers down from the people in charge we found two contractors who actually understand what is broken.’ ” The L6. The person buried under six layers of organization whose muzzled voice suddenly, urgently needed to be heard.