Client stories
Evidence from the clearance table
Finance directors and controllers describe the procedures, friction, and outcomes of working with our audit team—not star ratings or marketplace widgets.
“They spent the first week mapping our related-party loans before touching sales samples. The report arrived in time for the bank renewal, though we did push them on two inventory write-down questions that needed another site visit.”
“Our Tokyo parent wanted English-ready schedules. Brass Tally walked our bookkeeper through accruals and subsequent events so the group auditor stopped chasing missing packs.”
“I was uneasy about opening the cash process to outsiders. The memo was blunt about dual signatures we skipped on weekends—useful, if a little uncomfortable to read aloud in our management meeting.”
“The lender wanted verified receivables ageing, not a full statutory opinion. The findings report matched the covenant schedule line for line, which kept the facility amendment moving.”
“Clearance meetings stayed concrete: cut-off exceptions, one revenue contract, and the building lease with the founding family. No vague slides—just the ledger issues we had to decide on.”
Extended story
Bank renewal for a regional trading company
A Tokushima trading firm faced a facility renewal that required audited statements within eight weeks of year-end. Their related-party loan register was incomplete, and two consignment locations had never been counted under observation.
We opened with mapping director loans and guarantees, then scheduled dual-site inventory observations. Two write-down questions required a return visit—an inconvenience the client noted frankly—but the signed opinion reached the bank before the covenant review date.
The engagement taught both sides that early related-party schedules save more calendar days than rushing sales sampling first.
Extended story
Close readiness for a foreign subsidiary
A European parent asked its Tokushima subsidiary for English-ready year-end schedules. The local bookkeeper kept accurate yen ledgers but had never assembled subsequent-events notes or a disclosure checklist the group auditor recognised.
Over six working days we built a close calendar, reconciled AR and inventory, and rehearsed the handover pack. The group auditor’s follow-up list shrank to two clarifying questions instead of a fortnight of document chases.
Because we coached the close rather than preparing the statements as bookkeepers, the subsidiary kept its existing statutory auditor without independence conflicts.
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