The folder contained more than David had expected.
At first glance, the records looked like routine customer-service documentation. Each entry included a date, an account reference, a brief description, and a final status. But the more carefully David read, the more obvious the inconsistencies became.
A customer had reported that an unauthorized fee had been applied. The record described the issue as a request for information. Another customer had complained that a bank representative had refused to explain a delayed transfer. The system said the customer had received a satisfactory explanation.
There was no signed confirmation, no follow-up note, and no record of a second conversation.
David placed the documents in separate piles.
"Daniel, who is responsible for confirming that these complaints are resolved?"
"The employee assigned to the case."
"And who checks the employee's work?"
"Usually a supervisor."
"Usually?"
Daniel looked uncomfortable. "Some cases are reviewed through random sampling."
"How many of these were sampled?"
"I don't know without checking."
David turned a page. "This customer asked for a manager on three separate occasions."
Daniel leaned forward. "Which record?"
David pointed to the reference number.
Daniel typed it into his computer. "I see it."
"The customer says the manager never called."
"The system says the matter was closed."
"Those are two different statements."
Daniel rubbed his forehead. "It may have been an administrative error."
"One administrative error?"
David slid another record toward him. "And this one?"
Daniel read it.
"And this one?"
Daniel did not answer.
The chairman continued through the folder. Several complaints had been changed from formal complaints to general inquiries. Others had been closed on the same day they were submitted, even though the notes suggested that customers were waiting for responses. In one case, a customer had called twice to ask about the status of a complaint, but the second call was recorded as a new inquiry rather than a follow-up.
David's voice remained measured. "These people came to the bank because something went wrong. Instead of resolving their concerns, someone appears to have changed the labels."
Daniel shook his head. "I can't say that was intentional."
"Then help me understand it."
"We have targets. Every branch does. We are expected to keep response times low and maintain customer satisfaction."
"Targets do not require anyone to misclassify a complaint."
"No, sir."
"Did you instruct employees to do this?"
Daniel looked down at the desk. "I told the team to make sure cases were entered correctly and handled quickly."
"Did you tell them to keep the complaint numbers down?"
Daniel hesitated.
David waited.
"I may have reminded them that unresolved complaints affect the branch's performance rating," Daniel finally said.
"That still doesn't answer my question."
Daniel looked toward the office door. "There was pressure from the regional office."
"What kind of pressure?"
"Monthly calls. Performance reviews. Questions about branches with too many open complaints."
"Who asked those questions?"
"Regional operations."
"Who specifically?"
Daniel took a breath. "I don't want to accuse anyone without knowing the full picture."
"Then don't accuse anyone. Tell me what happened."
Daniel described regular calls in which branch managers were reminded to reduce unresolved cases before monthly reporting deadlines. He said employees were encouraged to use the correct categories, but also told that simple inquiries should not remain open unnecessarily. Over time, the distinction between an inquiry and a complaint had become less clear.
David listened without interrupting.
"Did you ever tell Richard Mitchell to close complaints that had not been resolved?"
Daniel's face tightened. "I told Richard to keep the service desk moving."
"That is not what I asked."
"I may have told him to use his judgment."
"And did you review the results?"
"Not every time."
David closed the folder.
"Then we have a serious failure of supervision."
Daniel leaned forward. "Mr. Carter, I want you to know that I care about this branch. I've worked here for fourteen years. I have always tried to do what was best for the bank."
"Doing what's best for the bank cannot mean hiding what is wrong with it."
Daniel nodded slowly.
David gathered the records. "I want copies of every complaint that was reclassified, every case closed without customer confirmation, and every instruction given to staff about complaint targets."
"All of them?"
"All of them."
Daniel looked as though he wanted to object, but he did not.
David stood. "And until we understand how this happened, nobody should alter or delete these records."
"I'll make sure of that."
"See that you do."
As David left the office, he glanced through the glass toward the lobby. Richard was still at the counter, serving another customer. His expression had returned to its usual professional appearance.
David wondered how many people had walked away from that counter believing they were the problem.