As a consultant, you are at a critical point in your review of the client's financial control system. You find the procedure clearly antiquated; and data going into the annual report include grounds for serious challenges by a dissident stockholder. The trouble is that the president himself designed the system while he was controller. He is bound to upset at what is more than occasional criticism of his work. Volatile as he is, he might even persuade the board of directors to discharge you. This has been and will continue to be an extremely profitable client. Should you tell it as it is or should you soft-pedal the subject