Margaret Wilson arrived at the branch just before noon.
As regional operations director, she was responsible for overseeing several branches, including the one David had visited. She had worked with him for years and knew that he rarely appeared without a reason. When she entered Daniel Foster's office, she found David standing near the window with a folder in his hand.
"David," she said, "I came as soon as I received your message."
"Thank you, Margaret."
Daniel stood. "Ms. Wilson."
Margaret acknowledged him, then looked at the folder. "What have you found?"
David placed several complaint records on the desk.
"These cases were marked resolved, but the customers' descriptions suggest otherwise. Several formal complaints were reclassified as inquiries. Some were closed without evidence that the customer received an answer."
Margaret read the first record carefully.
"How many?"
"We've reviewed only a sample. There are enough inconsistencies to justify a full examination."
She looked at Daniel. "Who approved these classifications?"
Daniel shifted in his chair. "The employees who handled the cases entered the information. Supervisors were responsible for reviewing them."
"Did you review them?"
"Not individually."
"Did you know complaints were being reclassified?"
"I knew some cases were categorized as inquiries when they involved straightforward questions."
"That's not what this says."
Daniel glanced at the document. "I can't explain every entry."
Margaret's expression became firm. "Then we need the people who can."
David pulled out another page. "I also want to understand the performance targets. Daniel says the regional office placed pressure on branches to reduce unresolved complaints."
Margaret looked up. "We have targets for timely resolution. We do not have targets that authorize employees to hide complaints."
"Who communicates the targets?"
"Regional operations sends monthly performance summaries. Branch managers are expected to review them with their teams."
"Does the regional office ever instruct managers to reduce complaint counts before reporting deadlines?"
"Not in the way you're describing."
Daniel cleared his throat. "There were calls about keeping numbers under control."
Margaret turned toward him. "What calls?"
"Monthly performance calls. We were reminded that open complaints affected the branch rating."
"Who said that?"
Daniel hesitated again.
David watched him carefully. "Daniel, you have an opportunity to provide a complete account. Don't make us reconstruct conversations from emails and meeting records."
Daniel's shoulders lowered.
"There were calls with Victor Langford's office," he said. "Sometimes his operations team asked why our complaint numbers were higher than other branches. We were told to improve the figures."
Margaret's expression changed at the mention of Victor.
Victor Langford was Sterling National's chief operating officer. He had held senior positions for many years and was widely regarded as an effective administrator. He was also known for demanding performance improvements from branch managers.
"Are you saying Victor personally instructed you to reclassify complaints?" Margaret asked.
"I'm saying his office put pressure on us."
"That's not the same thing."
"I know."
David raised a hand slightly. "Let's not jump to conclusions. We need documentation."
Margaret nodded. "I'll request the regional communications."
"Include emails, meeting notes, performance reviews, and any messages sent to branch managers about complaint targets," David said.
"I'll do that."
David turned to Daniel. "For now, I want the branch records preserved. You will not approve any changes to complaint classifications until the review is complete."
Daniel nodded. "Understood."
"And Richard Mitchell?"
Daniel looked toward the lobby.
"His conduct today was unacceptable," David said. "He will be placed on temporary administrative leave while we review the incident and the complaint records he handled."
Daniel hesitated. "He's one of our strongest employees in terms of transaction volume."
"Transaction volume does not excuse mistreating customers."
Margaret made a note. "I'll handle the formal notice."
Daniel looked distressed. "Mr. Carter, I don't want this branch to become an example of failure because of a few mistakes."
David looked at him.
"A few mistakes can be corrected. A pattern that people are afraid to report becomes something else."
Nobody spoke for several seconds.
Margaret gathered the documents. "I'll begin the review immediately."
David nodded. "And Margaret, keep the circle small. We don't know how far this goes."
She understood the implication.
As she left the office, David remained beside the desk. He looked again at the customer-service award hanging on the wall.
The branch had been praised for numbers that might not reflect reality.
And somewhere above Daniel Foster, someone might have known exactly why.