He talked of trips to the capital (by air, and not by the dingy old coasting ships most of us still used); he talked of lunches and dinners with the great man, and once even of a dinner at the great man's house. But then after a while Correia talked less of the great man. He began to pretend, when he was with us, that his business ideas were his own; and we had to pretend with him. Though when he recited the foreign companies he was involved with, and the technical-sounding things he was importing, things that the army or the town might some day need, I found myself amazed at how little I knew of the modern world. And amazed at the same time at the ease with which Correia (who really knew only about estate work) was picking his way through it.
He became our big shot. When he found that the jealousy had subsided, and no one among us, his friends and neighbours, was quibbling about his new position, he became oddly modest. He said to me one Sunday, “You could do what I do, Willie. It's just a matter of courage. Let me tell you. You've spent time in England. You know the Boots shops. Over here we need the things they make, the medicines and other things. They have no agent. You could be the agent. So you write to them. You provide the references they will ask for, and you're in business. They'll be delighted.” I said, “But what am I going to do with the goods they send me? How am I going to start selling it? Where am I going to put it?” He said, “That's the trouble. To do business you have to be in business. You have to start thinking in a different way. You can't write to people like Boots and think they'll want to do business with you just for a year and a day.” And I thought, from the way he talked, that he and his principal had gone quite seriously into the Boots business, and nothing had come of it.
He said one Sunday that he had begun to think of representing a certain famous manufacturer of helicopters. That took our breath away, because we knew now that he wasn't joking, and it gave us some idea how big he had become. He seemed to know a lot about helicopters. He said the idea had come to him all at once—he made it sound like a saint's illumination—when he was driving along the road to the coast. He talked about helicopters for many weeks. And then we read in the controlled press—in an item we might have paid no attention to if we didn't know Correia—that a number of helicopters were being acquired, but of a different make from the one Correia had talked about. We heard no more from him about helicopters.
So Correia became rich—the helicopter business was only a stumble—and he and his wife spoke in their old simple-minded way about their money. Yet they still had that idea of the disaster to come. Their good fortune had made them more worried than ever, and they said they had decided not to spend their money in the colony. The only thing they did here was to buy a beach house, not far from the restaurant we used to go to, in a holiday area that was now opening up fast. They did that as an “investment.” It was one of their new words. They formed a company called Jacar Investments; and they passed around to us, as to country cousins they had left behind, cards printed with the stylish name, which combined elements of their first names, Jacinto and Carla. They travelled a lot because of their new business, but now they didn't only open bank accounts. They began to think of getting “papers” for various places—making us feel even more left behind—and on their travels they set matters in train: papers for Australia, papers for Canada, papers for the United States, papers for Argentina and Brazil. They even talked—or Carla talked one Sunday—of going to live in France. They had just been there, and they brought a bottle of a famous French wine for the Sunday lunch. There was a half glass for everybody, and everybody sipped and said what nice wine it was, though it was actually too acidic. Carla said, “The French know how to