Client stories
These notes come from finance managers and directors who sat through fieldwork, not from anonymous rating widgets. Each one refers to a specific audit step or constraint.
“They spent a full morning on our open shipments before touching the trial balance. Our bank had questioned cut-off the year before; this time the schedule matched the confirmations.”
“The interim review caught a payroll accrual that would have inflated March expenses. I wished they had pushed harder on our related-party rent schedule—that still needed a last-minute note disclosure—but the balance sheet was cleaner going into year-end.”
“Kenji stayed through the second recount when our WIP tags were wrong. It delayed the plant for half a day, which nobody enjoyed, yet the signed report arrived before our shareholder meeting.”
“For the lender procedures, they refused to expand into a mini-audit when the bank’s letter was vague. They made us clarify the list first. That honesty saved fees and avoided a useless report.”
A Sanjo components maker changed auditors after a compressed prior-year close left inventory variances unexplained. We scheduled an early planning visit in November, observed the March count with revised tag instructions, and documented cut-off around two subcontract warehouses. The management letter focused on segregation between purchasing and goods receipt—work the client then assigned to an internal clerk before the following year.
A Niigata trading company asked for a walkthrough ahead of seeking a larger overdraft. Interviews showed the same director still approved purchases and signed cheques. Our matrix ranked that dual role as the primary financial-statement risk. The company introduced a second signatory for payments above a set threshold before the bank’s credit committee met.
If your situation resembles one of these engagements, write to us with your year-end date and reporting needs.
Contact the audit desk