Client stories
Evidence from period-end work — specific accounts, constraints, and outcomes, not generic praise.
What clients say
“They caught a cut-off error on a Sheung Wan warehouse shipment that would have inflated March revenue. The memo was blunt about what we still needed to fix.”
— Mei Ling Chow, Group Controller, trading company
“The year-end review took four working days on-site. Not everything was perfect — two intercompany balances stayed open — but the auditors used the pack without rework.”
— Daniel Hui, Finance Director, light manufacturing group
“We hired them for a reconciliation deep-dive on three clearing accounts that had aged past ninety days. They cleared two completely; the third needed a legal confirmation we still had to chase.”
— Priya Sen, Assistant Controller, professional services firm
“Close calendar coaching forced our entity accountants to name owners for every soft-close task. The first month still slipped by a day on accruals, but the scramble felt organised.”
— Adrian Kwok, CFO, regional holding company
Extended story: March soft-close for a Central trading group
A five-entity trading group reporting in HKD asked us to review the March close two weeks before the board pack deadline. Inventory cut-offs at a leased warehouse and intercompany freight charges were the known weak spots.
We spent day one mapping account owners against the close calendar, then sampled shipping documents against revenue recognition dates. Three shipments had left the warehouse after period-end but appeared in March sales. The controller posted adjusting entries before the board pack locked.
Intercompany freight still showed a HKD 180,000 out-of-balance on the final morning — a supplier credit note had not been booked in the Singapore sibling entity. We documented the residual with an owner and a five-day chase plan rather than inventing a plug. External auditors later sampled the same cut-offs and raised no further adjustments on those lines.
Extended story: Audit readiness at a Kowloon manufacturer
A manufacturer facing its first Big Four year-end wanted a dry run of PBC evidence. Over two days we walked revenue samples, warranty accruals, and fixed-asset additions with the plant accountant and head office controller.
The warranty schedule lacked subsequent claims data past 31 December. Fixed-asset additions were supported by invoices but missing goods-received notes for two machines. The punch-list went to the plant before auditors arrived; fieldwork week one stayed on the planned sample list instead of expanding into missing goods documentation.