Sectors where compliance is part of the business

Lending platforms, payment facilitators, investment firms and fintechs carry a reporting obligation and a regulatory expectation at the same time. The audit trail has to satisfy a lender, a board and a regulator, often from the same close cycle.

We work with finance and compliance leaders in these businesses to test whether the numbers, the controls and the policies actually agree with each other, and to document that conclusion in a way that survives external review.

Money services businesses operate under a compliance obligation that is tested by evidence, not by policy. Registration, risk assessment, monitoring, reporting and recordkeeping each need a documented chain from obligation to operating control.

We review the design of the program and then test whether it operated: whether alerts were dispositioned, whether files were refreshed, and whether the risk rating still reflects the customer in front of you.

Non-profits report to funders with restricted expectations, to boards with governance duties, and to the public with a duty of transparency. The accounting questions are rarely complex, but the disclosure and accountability expectations are not optional.

We help charities and non-profits present restricted and unrestricted activity correctly, evidence grant spending, and keep the reporting calendar predictable so funding conversations are not held up by a late statement.

Law firms, engineering practices, consultancies and accounting firms share a common problem: time is the inventory, and the financial statements depend on whether that time was captured, valued and billed on a consistent basis.

We bring an independence-aware approach, separating advisory work from any assurance role, and documenting that separation for the partners who have to sign off.

Construction and property businesses are judged at the project level: margin per job, holdback and receivables, work in progress, and lender reporting that has to match the ledger. When job costing and the general ledger drift apart, the statements become an argument rather than a record.

We work through the project file, the revenue recognition approach and the lender covenants together, so the reported margin is supportable line by line.

Growing businesses rarely fail diligence because the numbers are wrong. They stall because the support, the policies and the evidence trail do not exist yet, and building them during a transaction is expensive.

We set up the reporting rhythm early: a clean close calendar, reconciliations with review evidence, and statements that a lender, investor or acquirer can read without a call.