"And what happens if a manager ignores those rules?"
"We will investigate the manager. If the evidence supports it, there will be consequences."
Martha nodded.
"Good."
She paused.
"But I want you to understand that a new policy doesn't make people forget."
"I do."
"Do you?"
Amara met her eyes.
"I'm trying to."
For the next hour, more customers spoke.
Some described being ignored.
One said an associate had followed her through the store as though she might steal something.
Another said she had been told that a handbag was not available for viewing unless she intended to purchase it.
A young man described being laughed at when he asked whether the store offered payment plans.
A woman who had purchased several items over the years said she had stopped recommending the brand because she could no longer predict how employees would treat people.
Amara listened.
She did not interrupt to explain.
She did not correct their language.
She did not remind them that the company had grown from a small business in the Bronx.
That history mattered to her.
But it did not make the customers' experiences less real.
When the meeting ended, several customers left without accepting anything.
One requested a refund.
Another agreed to let the quality team inspect a defective handbag.
Martha asked for a copy of the new customer-service policy when it was ready.
Amara promised to send it.
As the last customer stood, Martha approached her.
"I want to ask you something."
"Of course."
"Did you really come into the store dressed like that because you wanted to see how people treated ordinary customers?"
Amara nodded.
"Yes."
Martha looked at her.
"Did they know who you were?"
"No."
"How did they treat you?"
Amara took a breath.
"Poorly."
Martha's expression softened.
"Then perhaps you needed to see it."
"Perhaps."
Martha adjusted the strap of her handbag.
"I hope you fix it."
"So do I."
"Not just for people who can afford your products."
Amara nodded.
"Especially not just for them."
Martha left.
Rachel remained in the conference room, staring at the notes she had taken.
"That was harder than I expected," she said.
Amara gathered the unused water bottles.
"It should be."
Rachel looked at her.
"What do you mean?"
"If hearing what happened feels comfortable, we probably haven't listened carefully enough."
Three days later, the investigation reached its conclusion regarding Victor Harrington.
David presented the findings in a formal report.
The document was detailed, supported by original customer complaints, internal correspondence, employee statements, security records, product photographs, and schedule histories.
The evidence established that Victor had repeatedly encouraged employees to prioritize customers according to perceived purchasing power.
He had instructed staff to avoid spending time with visitors he considered unlikely to buy.
He had participated in the improper closure of complaints.
He had failed to report product defects accurately.
He had used scheduling authority in ways that appeared retaliatory toward employees who challenged his instructions.
He had also misrepresented customer complaints to regional management.
There were additional findings.
In several cases, Victor had told employees that a customer was exaggerating a problem before anyone had investigated the matter.
In one case, he had personally approved a complaint closure while the customer was still waiting for a response.
In another, he had told an employee to remove a product from the quality-control queue because "we cannot afford another defect report this month."
Amara read the report in silence.
When she finished, she placed it on the table.
"Has he been given an opportunity to respond?"
"Yes," David said. "He received the findings and submitted a written statement."
"What did he say?"
"He argues that his instructions were intended to improve sales efficiency. He denies discriminating against customers and says any complaint errors were administrative mistakes."
"Does he dispute the emails?"
"No."
"The employee statements?"
"He questions their reliability."
"Does he provide evidence that contradicts them?"
"Not materially."
Amara looked toward Malik.
"What do you think?"
Malik folded his hands.
"I think he believed the numbers were proof that he was doing a good job. And when people complained, he treated them as obstacles to the story he wanted to tell."
Amara nodded.
"That sounds right."
David opened another page.
"Based on the findings, we recommend termination."
Amara looked at the document.
"Proceed."
The decision was communicated to Victor the following morning.
He arrived at headquarters expecting a meeting about the status of his investigation.
Instead, he was escorted into a small conference room where David and a human-resources representative were waiting.
Amara joined them a few minutes later.
Victor stood when she entered.
"Amara."
"Victor."
He gestured toward the chair.
"Please."
She sat.
Victor remained standing for another moment before lowering himself into the chair opposite her.
"I understand you've completed the review."
"We have completed the investigation into your conduct at the Manhattan flagship."
"And?"
Amara opened the report.
"The findings support multiple violations of company policy."
Victor exhaled.
"I disagree with the characterization."
"You have received the report and submitted your response."
"Yes. I explained that I was trying to improve the store."