Client stories

What fieldwork felt like on their side of the table

These notes come from finance leads who sat through our statutory audits, control reviews, and lender procedures. They mention friction as well as relief — audits are rarely frictionless.

They insisted on watching the Tokushima plant count even when we offered camera access. The adjustment they found in raw materials was small, but it stopped a larger cut-off argument with our group auditor in Düsseldorf.

Mika H., Controllers’ office — statutory audit client, regional manufacturer

The readiness review before our first audit was blunt about payment approvals. We had two people who could release wires with almost no second look. Fixing that before the auditors arrived saved us from a scramble in April, though I wish they had given us one more week on the findings letter.

Tomoya S., CFO — internal control readiness, trading subsidiary

Extended note

Bank facility renewal, Osaka desk

A mid-sized distributor needed agreed-upon procedures on covenant calculations within three weeks. North Quay helped rewrite the bank’s vague request into testable steps on EBITDA adjustments and inventory turns. The findings report went out without an opinion — exactly what the credit committee asked for — and the facility letter followed.

The finance manager later said the only awkward moment was an afternoon when confirmations lagged; the team flagged the delay the same day instead of hoping the bank would not notice.

Summarised with client permission — agreed-upon procedures engagement

Our previous auditors treated the warehouse like a checkbox. Hana’s team arrived before dawn, walked the sealed containers, and asked the night supervisor questions we had never heard in an opening meeting. It made the rest of the audit feel anchored in the business.

Rina K., Plant accounting — inventory observation within statutory audit

Fees were higher than the lowest bid we received. What we bought was a partner who still read the significant estimates memo herself. I would not call the process pleasant — year-end never is — but the opinion landed when our parent said it needed to.

David L., Japan finance lead — foreign-owned subsidiary

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