Client stories
Comments reference specific engagements — cutoffs, covenants, control gaps, and year-end packs — not generic praise.
“They spent the first week mapping our revenue cutoffs instead of diving straight into random invoice pulls. Fieldwork still ran long because our inventory sheets were messy, but the exit meeting listed exactly which schedules to rebuild for next year.”
“Our bank wanted covenant calculations verified before renewing the facility. The agreed-upon procedures report matched the exact checklist in the facility letter—no extra commentary that would have confused the credit committee.”
“I wish we had booked the control review six months earlier. Segregation gaps in payments were uncomfortable to hear, yet fixing dual approval before year-end saved us from a much sharper management letter.”
“Year-end pack support meant our junior accountants finally had a reconciliation checklist that matched what auditors actually ask for. We still owned the ledgers; they just stopped us from circulating incomplete drafts.”
A multi-brand electronics distributor needed a first statutory opinion after a shareholder change. Revenue cutoffs across bonded warehouses were the main risk. Planning added an extra week for shipping log reconciliations; inventory observation still found tagging gaps on returned stock. The opinion was unmodified, and the management letter focused on warehouse freeze procedures rather than a laundry list of trivial points.
A lender required covenant calculations and related-party confirmations before renewing a revolving facility. Agreed-upon procedures were written against the facility letter clause by clause. Findings were factual only — no opinion language — which the credit committee preferred. Turnaround from signed procedures list to report was twelve business days.