Client notes

Evidence from rooms where the binders actually sat

These notes come from statutory audits, inventory visits, and reconstruction work. They mention the friction as well as the finish — because a tidy five-star widget would not describe a real closing season.

“They asked for bank confirmations in week two, not the Friday before sign-off. Our controller still complains about the early scramble — and quietly admits it saved the year-end.”

— Finance director, coastal packaging manufacturer · statutory audit

“The inventory observation at our Onomichi warehouse ran past midnight. Hana counted the copper fittings aisle twice after a cut-off discrepancy. The report later named that exact aisle.”

— Plant accountant, metal fittings wholesaler · inventory observation

“I wished they had been softer on our revenue cut-off wording. The finding was fair, though — we had shipped after midnight and booked the day before. The management letter left us nowhere to hide.”

— CFO, regional food distributor · statutory audit

“Opening balances looked like a drawer of unmarked receipts. Kenji rebuilt three months of purchases from supplier statements. Without that, we could not appoint auditors at all.”

— Owner, family machine shop · opening balance reconstruction

Engagement story

First statutory audit for a two-entity group

A holding company near Higashihiroshima and its manufacturing subsidiary needed a first-time audit for a bank covenant. Prior bookkeepers had changed twice; fixed-asset registers disagreed with tax depreciation schedules by ¥14 million.

We began with opening-balance reconstruction, then moved into statutory fieldwork. The bank received the signed report seventeen days after the planned date — delayed by a late supplier confirmation, which we had flagged in the planning memo.

What stayed with the client was the findings letter: three control points, each tied to a voucher sample, none dressed up as abstract “governance recommendations.”

Two professionals reviewing papers in a meeting

Engagement story

Mid-year limited review before a shareholder meeting

A distributor’s board asked for interim comfort six weeks before an extraordinary shareholders’ meeting. We performed inquiry and analytical procedures on receivables ageing and inventory turns, without expanding into a full audit opinion.

The review report noted elevated slow-moving stock at one depot. Management adjusted the board pack before the meeting. The reservation from their side: they had hoped we could also rewrite the management presentation — we declined, staying inside the review scope.

Planning your own engagement?

Tell us about your year-end, entity structure, and whether inventory is material.

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