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This case illustrates the rise and fall of the former chief executive officer (CEO) of the National Kidney Foundation (NKF) Singapore, TT Durai. In June 2007, Durai was charged with corruption and sentenced to three months in jail. Just less than two years prior, he had been the prolific CEO who had transformed the NKF from a small foundation into Singapore''s largest charity, with 21 dialysis centres. Durai spent 37 years of his life volunteering and working with the NKF, and initiated research, marketing and fund-raising strategies for the charity. Under Durai''s helm, the charity''s revenue grew from $17 million to $116 million. Dialysis centres in other parts of the world sought Durai''s expertise to improve their dialysis programs. This case documents the unfolding events that led to surprising revelations in court. These include Durai''s leadership style, controversial decisions, bountiful entitlements and debatable actions taken to achieve his aims. In all, the case provides a perceptive insight into how differing perceptions of responsible leadership affected the stakeholders of the NKF, and encourages readers to analyze and propose how things could be improved, or could have turned out differently.