"I see it."
"That date is wrong."
"Wrong how?"
"On that day, the dispatcher told me a technician would arrive the following morning."
Rachel examined the entry.
The internal summary showed the ticket had been placed on regional hold earlier that afternoon.
She looked toward Claire.
"Do you have a record of the call?"
Claire opened her notebook.
She had written the date, time, and details of every conversation.
Rachel compared them.
Then nodded slowly.
"This supports asking for a fuller explanation."
Claire stared.
"Why would they tell me somebody was coming when the ticket had already been held?"
The attorney looked toward the page.
"That's what we need to establish."
Claire leaned back.
For a moment, she felt the old anger returning.
Fourteen days.
All those promises.
The storm.
The hail.
The money.
Her father's farm.
She wanted to call Sutter immediately.
Demand answers.
Tell him she knew something had been wrong.
But Rachel raised one hand.
"Claire."
She looked up.
"Don't turn suspicion into a public accusation before we establish what the records mean."
Claire swallowed.
The lawyer continued.
"If we're going to challenge the dealership, let's do it with the same care you used documenting the repair."
Claire looked down.
Then nodded.
"All right."
Rachel placed the records in a folder.
"We'll ask for the decision trail and preserve your own evidence."
Claire stared toward the window.
Her anger remained.
But now it had a direction.
Not revenge.
Accountability.
The full story emerged slowly.
AgriTech's regional service system assigned urgency scores to repair requests based on several factors.
Safety concerns.
Equipment status.
Seasonal conditions.
Existing service commitments.
Parts availability.
Travel logistics.
And commercial service arrangements.
In theory, the process was meant to help dispatchers allocate limited technicians fairly.
In practice, regional managers could override certain priorities.
Harlan Sutter had been doing so.
Not always improperly.
Sometimes a large machine failure genuinely required immediate attention.
Sometimes a technician could not safely travel.
Sometimes parts were unavailable.
But the records suggested Sutter had repeatedly favored accounts with higher service revenue and more profitable contract opportunities, even when other customers had urgent needs.
Claire's account had received a low commercial priority score.
Her farm was relatively small compared with several industrial-scale operations.
She had resisted purchasing a new premium service package.
And her combine remained under an existing maintenance arrangement that generated less additional revenue than some newer agreements.