Martin Keller, the branch manager, was frequently praised for those results.
But Amelia had learned to distrust any performance report that seemed too perfect.
Not because strong results were suspicious by themselves.
Because numbers could conceal the way those results were achieved.
She asked the compliance team to examine customer complaints associated with the downtown branch.
The first review found more than she expected.
Customers described inconsistent explanations of account requirements.
Some reported being told that standard accounts weren't available at the branch.
Others said employees discouraged them from applying unless they maintained substantial balances.
Several complaints involved customers who had complete identification documents but were repeatedly asked to provide information that wasn't clearly required for the service they requested.
A few described explicitly dismissive comments about clothing, employment, or neighborhood.
The complaints didn't establish that every customer had been treated unlawfully.
Some account applications genuinely required additional review.
Banks were obligated to comply with identity-verification and financial-crime prevention requirements, and not every declined transaction was discriminatory.
But the pattern troubled Amelia.
She requested a deeper look.
The compliance team discovered that the branch had unusually high numbers of abandoned applications, particularly among customers requesting basic deposit accounts and small-business services.
Yet its reported customer satisfaction remained among the highest in the region.
Amelia stared at the figures.
"How are abandoned applications classified?"
Her compliance officer hesitated.
"Mostly as customer withdrawals."
Amelia looked up.
"Meaning the customer chose not to continue?"
"That's how the system records them."
She leaned back.
"Does it distinguish between a customer who changes their mind and a customer who leaves after an employee discourages them?"
The officer looked toward the report.
For several seconds, she was silent.
Then she answered.
"Not consistently."
Amelia closed the folder.
For a moment, she thought about Lorraine Carter standing in an expensive lobby with documents in her hands.
Then she looked toward the city.
"I want to know what happens before those customers walk out."
The compliance officer suggested announcing a formal branch inspection.
Amelia considered the idea.
Then shook her head.
"A scheduled inspection will tell us how the branch behaves when it knows someone is watching."
The officer nodded.
"That's fair."
Amelia continued.
"I also want ordinary transaction data, complaints, and employee interviews examined. We shouldn't assume a single visit proves the whole pattern."
They discussed the review process.
The company would preserve records, conduct appropriate compliance testing, and examine whether staff were following approved account-opening policies.
Amelia also decided to visit the branch personally.