"I understand."
"Then we have to be prepared to hear criticism. If one of the new locations fails to meet those standards, we cannot pretend it is working just because the financial report looks good."
Adrien nodded.
"Agreed."
Talia studied his expression.
"You really mean that?"
"I do."
She smiled.
"Good."
He touched her shoulder.
"You're becoming a difficult person to negotiate with."
"That's the idea."
They both laughed.
But the conversation stayed with Talia long after Adrien returned to his office.
The expansion could become the next important chapter in Common Table's history.
It could also become the moment when its original purpose was diluted by corporate ambition.
She would not allow that to happen.
Not after everything it had taken to build the first location.
The Cost of Changing a Workplace
The expansion proposal became the subject of several meetings over the next month.
Talia visited two existing restaurants owned by Kingsley Industries.
The first was located in a busy commercial district. Its dining room was modern, its kitchen was well equipped, and its customer base was reliable.
The second was in a suburban neighborhood. It was smaller, with a loyal group of regular customers and a staff that had worked together for years.
Both restaurants were profitable.
Both had experienced managers.
But their workplace cultures were different.
At the first location, employees complained about unpredictable scheduling. Several workers said they sometimes received their schedules only a few days in advance, making it difficult to arrange childcare, transportation, or second jobs.
At the second, several workers said they were afraid to report problems because they believed management would consider them disloyal.
Talia did not criticize the managers publicly.
She asked questions.
She listened.
She reviewed available records with the human-resources team.
At the first location, she met a server named Olivia who had worked there for four years.
Olivia explained that she liked the customers and generally enjoyed the work, but the changing schedule made it difficult to plan her life.
"Sometimes I find out on Thursday that I'm supposed to work Saturday morning," she said. "I don't mind working weekends. I just need to know when."
Talia nodded.
"Have you raised this concern before?"
"Yes."
"What happened?"
Olivia hesitated.
"My manager said the restaurant has to stay flexible."
"That's true," Talia replied. "But flexibility cannot belong only to the business. Employees have lives outside this building too."
Olivia looked surprised.
"That's what I keep trying to explain."
Talia wrote something in her notebook.
At the second location, she met a dishwasher named Peter.
He had worked there for seven years.
He was quiet, careful, and clearly uncomfortable discussing workplace problems.
When Talia asked whether he felt comfortable raising concerns, he looked toward the manager before answering.
That small movement told her more than his words.
"Peter," she said gently, "you don't need to give me an answer that you think someone wants to hear."
He looked down.
"I don't want trouble."
"That's understandable."
"I've been here a long time. I just want to do my job."
Talia nodded.
"That is exactly why your experience matters."
He considered that.
Then he spoke.
"Sometimes the reporting system sends complaints straight to the manager."
Talia looked up.
"To the manager being complained about?"
Peter nodded.
"That's what happened when someone reported a scheduling problem."
Talia closed her notebook.
"Thank you for telling me."
She did not promise that everything would change immediately.
She did not announce that the manager would be removed.
She simply told Peter that the reporting procedure would be reviewed and that employees would be informed about the revised process.
Later, Talia met with the human-resources team.
She discovered that some problems were caused by outdated procedures rather than deliberately cruel management.
Others required direct intervention.
At one location, a supervisor had been changing schedules without adequate notice.
At another, employees had not received consistent training.
A third had a reporting system that sent complaints directly to the manager being accused.
Talia refused to approve the expansion until those problems were addressed.
Robert became impatient.
"We're losing time," he told her during one meeting.
Talia looked at the documents.
"We're learning what needs to change."
"We could launch the program and improve it later."
"Not when employees are being asked to trust it."
Robert sighed.
"We have investors waiting."
"And we have workers who need to know the promises are real."
He leaned back in his chair.
"You're asking us to delay a project that could increase the company's reputation and improve employee satisfaction across several locations."