A useful audit does two things: it stands behind the accounts, and it tells you whether the systems that produced them are actually under control.
An audit that only produces a signed opinion has missed half the point. We test the statements and the systems that produced them, then we tell management what would fail a second pair of eyes — including their own board’s.
The team works to IFRS and, where the entity requires it, IPSAS. Training is available when the finance function needs to raise the standard, not as a productised workshop. Engagements are deployed nationwide, with files built to survive a regulator or a lender’s reviewer.
Who this is for
- Companies that need an independent opinion on the financial statements
- Boards that also want to know whether the systems that produced the numbers are under control
- Entities reporting under IFRS or, where required, IPSAS
What is included
- Financial statement audit
- Regulatory compliance and reporting
- IFRS reporting and training
- Corporate reporting improvement
- IPSAS reporting and training
How the work runs
Every engagement follows the same four steps: listen, scope in writing, do the work, stand behind it. The calendar and the named partner are in the letter — not in a follow-up email that never comes.
Questions we are asked
- Do you only sign an opinion?
- An opinion is the minimum. We also tell management what would fail a second pair of eyes — including their own board’s.
- Can you train the finance team as well?
- Yes, when the function needs to raise the standard. It is scoped as part of the engagement, not a productised workshop.