Specifying, designing, and building complex engineering infrastructure such as high-rise buildings is a social undertaking on the part of a large group of technical professionals. The responsibility for getting things right is collective, as key safety decisions are made based on knowledge communicated across a complex network of organizations and individuals over extended periods. How then can individual professionals act ethically within this social system of which they are a part? We explore this question using the case of the Grenfell Tower Disaster in which 72 people lost their lives when a high-rise apartment block was destroyed by fire in London in 2017. A small kitchen appliance fire escalated to destroy the building because flammable cladding had been retrofitted to the building exterior. Drawing on evidence presented to the subsequent Inquiry, we focus on the actors involved in the testing, certification, and marketing of the cladding. The analysis illustrates how organizational settings can institutionalize deception in pursuit of profit and conceal wrongdoing through moral disengagement. Countering this requires individual ethical practice that identifies moral disengagement antecedents, rejects moral muteness, and exercises rigorous due diligence that keeps safety paramount in the face of commercial pressures.