Daniel Foster's office was located behind the main service area, separated from the lobby by a short corridor and a glass door. It was clean, orderly, and decorated with framed photographs of community events. A certificate recognizing the branch for customer satisfaction hung prominently beside his desk.
David noticed it as soon as he entered.
"Congratulations," he said.
Daniel followed his gaze. "Thank you, sir. The team worked hard for that recognition."
"How was the award determined?"
Daniel sat behind his desk. "Customer feedback, service metrics, complaint resolution times, and overall branch performance."
"Who verifies the complaint-resolution numbers?"
"Our regional operations team reviews them."
"Does anyone contact customers to confirm their complaints were actually resolved?"
Daniel paused. "That depends on the nature of the complaint."
David took the chair opposite him. "What does it depend on?"
"Some issues are straightforward. If a customer asks for a statement or a card replacement, the system records completion. More complicated matters are escalated."
"How many complaints were escalated last quarter?"
Daniel opened a folder on his desk. "I can have that information prepared."
"I'd like to see the current report."
"Certainly."
Daniel moved to his computer and began searching. His movements were quick, but David noticed that he checked several screens before opening the report. The numbers were neatly presented. The branch had received fewer complaints than the previous quarter, and the percentage marked resolved was unusually high.
David studied the document.
"These figures are impressive."
"We take customer service seriously," Daniel replied.
"Then you won't mind explaining them."
"Of course not."
David pointed to a category labeled customer dissatisfaction. "This shows twenty-three complaints for the quarter."
"Correct."
"And twenty-one were resolved."
"Correct."
"What happened to the other two?"
"One was transferred to another department. The other remains under review."
David turned a page. "What about the previous quarter?"
Daniel brought up another report. "Thirty-one complaints. Twenty-eight resolved."
"Why did complaints decrease?"
"We improved our service process. We introduced better queue management and reminded employees to communicate clearly."
"Did you also change the way complaints are classified?"
Daniel looked up. "What do you mean?"
"Some customers may describe a problem as a complaint, but an employee might record it as an inquiry. Does that happen?"
"Not intentionally."
"That's not quite the same as saying it doesn't happen."
Daniel folded his hands. "The system gives employees several categories. Sometimes the correct classification is a matter of judgment."
"Who reviews that judgment?"
"Supervisors."
"Do you review every complaint?"
"Not every one personally."
"Who does?"
"Senior service staff."
David let the silence settle.
"Mr. Mitchell?"
Daniel shifted in his chair. "Richard is one of our most experienced employees."
"That wasn't my question."
"Yes. Richard handles many customer-service matters."
David placed the report on the desk. "I want to see the original records for the complaints that were marked resolved last quarter."
Daniel's expression changed. "That could take some time."
"How much time?"
"We have to retrieve the files from the system."
"Then begin."
Daniel picked up the telephone and called an employee to request the records. While he waited, David looked at the framed award again.
"How long have you managed this branch?"
"Six years."
"And how long have you worked for Sterling National?"
"Fourteen years."
"You know the bank's customer-service principles?"
"Absolutely."
"What is the first one?"
Daniel answered without hesitation. "Every customer deserves to be treated with dignity and respect."
David nodded. "That's a good principle."
Daniel gave a nervous smile. "It's something we emphasize."
"Then I want to know why I had to identify myself as chairman before anyone became interested in listening."
Daniel's smile disappeared.
"I understand your concern, sir."
"Do you?"
"Yes."
"Because I don't want an apology that lasts until I leave this building. I want a process that works for the next person who walks through those doors."
A knock interrupted them. An employee entered carrying a thin folder and a tablet.
Daniel took the materials and thanked her.
David opened the folder.
The first few records appeared ordinary. A customer had requested a fee explanation. Another had asked about a delayed transfer. A third had complained about a card being blocked.
But the descriptions did not match the brief resolution notes.
One customer had written that nobody had explained why the account was restricted. The record classified the matter as an information request and marked it complete.
Another had asked for a supervisor three times. The system said the customer had received assistance.
David looked at Daniel.
"Who entered these resolutions?"
Daniel leaned closer. "I would need to check the individual records."
"Please do."
For the first time that morning, the branch manager seemed to understand that the chairman was not simply upset about Richard Mitchell's behavior.
He was beginning to question the entire system that had allowed it.