He believed he could resolve the matter.
He had spent fourteen years helping Lumina grow. He had negotiated leases, recruited managers, opened new locations, and developed the performance systems that had allowed the company to expand.
He had made mistakes.
He knew that.
But he did not believe he had done anything that justified being treated like a criminal.
When he entered the conference room, Arthur Whitmore was already seated at the table.
Martin Shaw sat to Arthur's right.
Eleanor Price sat to his left.
A representative from the independent audit firm, a woman named Rebecca Mills, had joined them remotely through a secure video connection.
Peter greeted everyone.
"Good morning."
Arthur nodded.
"Good morning, Peter. Please sit down."
Peter placed his briefcase on the table and opened it.
"I appreciate the opportunity to clarify what has happened."
Arthur folded his hands.
"We appreciate your cooperation."
Peter removed several documents.
"I have reviewed the transactions identified in the preliminary report. Most of them relate to promotional adjustments made during the second and third quarters."
Rebecca spoke through the conference speaker.
"Can you identify the authorization for each adjustment?"
Peter looked at the documents.
"Some were approved verbally."
"By whom?"
"Regional management."
Martin frowned.
"I don't recall authorizing those adjustments."
Peter turned toward him.
"You may not remember the individual conversations."
Martin remained calm.
"Then we need to find the records."
Peter nodded.
"Of course."
He continued.
"The refunds were processed to preserve customer relationships. In several cases, customers had complained about service quality, and the salon director made a judgment call."
Arthur leaned forward.
"Were the customers contacted to confirm that they received the refunds?"
"I believe so."
"You believe so?"
Peter glanced at the papers.
"I would need to verify that."
Rebecca spoke again.
"The audit shows that several refunds were processed to accounts that do not appear to belong to the customers listed in the transaction records."
Peter went still.
"What?"
Rebecca explained the findings.
Three refunds had been entered under customer names but transferred to different payment accounts. Two of the accounts were associated with administrative users. Another was linked to a vendor that had supplied Lumina with retail products.
The amounts were relatively small.
Together, however, they raised serious questions.
Peter stared at the documents.
"I've never seen this."
Arthur studied him.
"Did you authorize these transactions?"
"No."
"Did you know they existed?"
"No."
"Did you direct anyone to process refunds through accounts that were not associated with the customers?"
"Absolutely not."
Rebecca made a note.
"Then we will need your assistance identifying who had access to the relevant systems."
Peter nodded quickly.
"Of course."
Arthur remained silent for several seconds.
Then he asked, "Peter, why were employees encouraged to classify customer complaints as pricing disputes?"
Peter looked surprised.
"I'm not aware that they were."
"We have several examples."
"Those may have been individual decisions."
"Who reviewed them?"
"The regional team."
Martin shifted in his chair.
"Peter, your department was responsible for reviewing the reports."
"Yes, but I did not personally examine every complaint."
Arthur nodded.
"That is understandable. No director can review every detail. But someone must be accountable for the system."
Peter looked at him.
"Are you suggesting I should have known about every decision made by every employee?"
"No."
Arthur's voice remained calm.
"I am asking whether you created a system in which employees were rewarded for revenue growth while the quality of their conduct was insufficiently monitored."
Peter hesitated.
"I created a performance system designed to improve profitability."
"Did it encourage employees to pressure customers into buying products they did not need?"
"No."
"Did it reward managers for increasing average transaction value?"
"Yes."
"Did it include a corresponding measure of customer dignity or employee well-being?"
Peter looked down.
"Not explicitly."
"Why not?"
Peter exhaled.
"Because those things are difficult to measure."
Arthur leaned back.
"And yet we built this business on them."
Peter rubbed his forehead.
"Arthur, with respect, the company was struggling to grow when I joined. We had strong customer loyalty, but our operating costs were rising. We needed more consistent revenue. We needed better performance standards."
"I agree."
"We couldn't keep running the business as though we were a small neighborhood shop."
Arthur looked at him carefully.
"Why not?"
Peter blinked.
"Because we weren't a small neighborhood shop anymore."
"Does becoming larger mean we must become less humane?"
"No."
"Then what changed?"
Peter's expression tightened.
"The market changed. Customers became more demanding. Competition increased. We had to adapt."
Arthur nodded slowly.
"Adaptation is necessary. But adaptation is not the same as abandoning our principles."
Peter looked toward Martin.
"Has Vanessa told you that I instructed her to refuse customers based on appearance?"
"No," Martin said.
"Has anyone?"
"We have not established that."
"Then why am I being investigated for her conduct?"
Arthur answered before Martin could.
"Because the financial irregularities are a separate matter, and because your department was responsible for the systems under review."
Peter leaned forward.
"Those irregularities may have nothing to do with me."
"That is possible."
"Then I would appreciate being treated accordingly."
Arthur nodded.
"You will be."
The meeting continued for another hour.