"I want the board's independent audit committee to oversee the investigation. I also want external counsel engaged so we can manage conflicts appropriately."
Robert considered the request.
Then nodded.
"Agreed."
Amelia closed her eyes.
For a moment, she felt relieved.
But then he said something that made her sit straighter.
"Amelia, you understand how damaging this could be if the allegations are substantiated."
She looked toward the skyline.
"Yes."
"The press will question why the CEO didn't know what was happening."
She nodded.
"They should."
Robert was quiet.
Then she continued.
"The board should ask that too."
For several seconds, neither spoke.
Finally, Robert said, "That's why I supported your appointment."
Amelia smiled faintly.
"Because I invite difficult questions?"
"Because you understand they don't disappear when nobody asks them."
Charles Hargrove received notice of the independent investigation the following morning.
He read the email twice.
Then closed his office door.
For several minutes, he stared at the screen.
He had spent nearly three decades in banking and believed he understood the industry better than most of the people now sitting above him.
He'd survived mergers.
Recessions.
Leadership changes.
And periods when customers withdrew deposits faster than branch managers could explain what was happening.
He had learned that executives were rewarded for results.
Deposits.
Revenue.
Efficiency.
And growth.
He considered himself practical.
Amelia, in his opinion, was an exceptionally intelligent economist who still believed corporations could operate according to principles that became inconvenient when quarterly targets arrived.
He respected her professional achievements.
But he also resented how quickly she'd gained authority over a company he'd served for years.
Project Meridian had been his answer to declining regional margins.
The most profitable downtown branches were expected to attract larger business relationships, but ordinary customer traffic continued consuming staff time.
Hargrove wanted to change that.
He directed Keller and other managers to prioritize applicants with high projected value.
Then he introduced the consultant referral arrangement to offer what he described as preparation services for customers who weren't ready for premium relationships.
At first, he convinced himself the system benefited everyone.
High-value clients received faster attention.
The branch improved profitability.
And applicants who lacked adequate documentation could obtain help elsewhere.
But the incentives changed employee behavior.
Managers learned that discouraging certain applications improved their reported metrics.
They discovered that recording withdrawals looked better than recording bank declines.
And some employees began treating customers who appeared unlikely to generate large balances as nuisances rather than people seeking legitimate financial services.
Hargrove noticed the early complaints.