Patricia Reynolds entered carrying a leather portfolio.
She was in her early fifties, elegantly dressed, with silver-blond hair cut just below her jaw. She had worked in luxury retail for more than twenty years and had joined Ebony Elegance during its expansion into the Northeast.
She had been with Amara for almost six years.
Patricia was known for efficiency, sharp financial instincts, and a particular talent for turning struggling stores into profitable locations.
She was also one of the people Amara had trusted.
"Good morning," Patricia said.
No one returned the greeting immediately.
She glanced around the table.
"Is something wrong?"
Amara gestured toward the chair opposite her.
"Please sit."
Patricia placed her portfolio on the table.
"I was told this concerned the Manhattan numbers."
"It does."
"Then I assume we should begin with the sales decline."
"We will. But first, I'd like to understand your understanding of the customer-service situation."
Patricia's expression remained composed.
"Victor has had some difficulties with staff discipline. I know there have been complaints."
"How many?"
"I couldn't give you an exact number."
"Did you know complaints had tripled?"
Patricia looked at Rachel.
Rachel did not move.
"I knew the volume had increased," Patricia said. "I didn't know the exact comparison."
"Did you know that 126 complaints were marked resolved without documented customer confirmation?"
Patricia's fingers tightened around her portfolio.
"No."
"Did you know that customers were being judged by their clothing and apparent purchasing power?"
"I heard that there had been concerns about the way Victor prioritized floor traffic."
"That's not what I asked."
Patricia looked directly at Amara.
"I was aware he was trying to improve the customer experience by focusing staff attention on serious buyers."
Amara tilted her head.
"How does refusing to help someone improve their customer experience?"
"That isn't how he described it."
"How did he describe it?"
"Maintaining a premium atmosphere. Ensuring that customers who came in ready to purchase received attentive service."
"And the others?"
Patricia exhaled.
"Amara, every luxury business has to manage its sales floor. We cannot spend twenty minutes with every person who walks through the door."
"Why not?"
"Because we have targets. Payroll. Inventory costs. Operating expenses."
"Those are business responsibilities. They do not explain why an elderly woman was told that our store was not a place for window shopping."
Patricia blinked.
"Which customer?"
"Mrs. Evelyn Parker."
"I don't know that case."
"Victor closed her complaint without contacting her."
Patricia looked toward David.
He opened the file.
"The original complaint states that Mrs. Parker entered the store to examine a handbag for her granddaughter. She asked whether a particular style came in burgundy. According to her statement, an associate told her that the display was for customers who were ready to purchase. She was then told that the store was not a place for window shopping."
Patricia looked down.
"That's unacceptable."
"Was it unacceptable when you received the message about maintaining an exclusive atmosphere?"
Patricia's expression hardened slightly.
"Amara, I never instructed anyone to treat customers that way."
"You received Victor's email."
"I receive dozens of operational emails every day."
"You were copied on the instruction to avoid spending time with visitors unlikely to convert."
"That could have referred to managing staffing priorities."
"Did you ask him what he meant?"
Patricia did not answer.
Amara waited.
Finally, Patricia said, "No."
"Why?"
"Because the store was underperforming. Victor had inherited a difficult situation. He was trying to stabilize the numbers."
"His numbers improved."
"Yes."
"And complaints increased."
Patricia remained silent.
"Traffic declined."
Still silent.
"Repeat purchases declined."
Patricia looked toward the window.
Amara leaned forward.
"Patricia, you are experienced enough to understand that a sale is not the same thing as a relationship. A customer can purchase something today and decide never to return. A store can report a strong month while destroying the reason people trusted it in the first place."
"I understand that."
"Then why did you allow this?"
Patricia's composure began to weaken.
"I didn't know how far it had gone."
"That may be true. But you knew enough to ask questions."
Patricia's voice became defensive.
"You have to understand the pressure we were under. The flagship was falling behind. The board wanted answers. The regional team was being measured on profitability, inventory turnover, and conversion. Victor came to me with a plan. He said the store needed stronger standards and that employees were spending too much time with people who never bought anything."
"And you accepted that explanation."
"I believed he was trying to correct a performance problem."
"Did you ever visit the store anonymously?"
Patricia frowned.
"No."
"Did you speak privately with the associates?"
"No."
"Did you contact customers who had complained?"
"No."
"Did you review the security footage?"
"No."
Amara nodded slowly.
"Then what did you review?"
Patricia looked uncomfortable.
"Sales reports. Staff productivity. Conversion data."
"Numbers."
"Yes."
"Only numbers."
Patricia opened her mouth, then closed it.
Amara did not raise her voice.
That made the silence more difficult.