The team spent two mornings in our Tantzu plant walking the count floor with our warehouse lead. They caught a cut-off error on outbound goods that our own close had missed. The report arrived on the date we promised the bank—though I wish we had sent the related-party schedule a week earlier; that was on us.
Client stories
Specific notes from statutory audits, control reviews, loan packs, and diligence — including where timing could have been tighter.
Before our working-capital application, Scalearch rebuilt the bridge between management accounts and the draft statements. The credit officer asked only two follow-ups. Fees were higher than a simple compilation shop, but the pack was something I could defend.
Their control review on purchasing was blunt: three people could still add vendors and approve payments. We fixed the access rights within a month. Not every recommendation fit our headcount, and they said so instead of pretending a five-person office can segregate like a listed firm.
On a short exclusivity window, Scalearch delivered a diligence memo that separated normalised earnings from one-off tooling income. That distinction changed our offer price. Turnaround was tight; a few appendix schedules arrived the morning of the board call.
Extended story
Cut-off at a Tantzu precision plant
A manufacturer preparing bank covenants needed a first-year statutory audit with a fixed signing date. Inventory was the largest balance. We observed the year-end count across two halls and traced the last outbound dockets into the sales cut-off testing.
One shipment tagged as “in transit to distributor” had already left the yard after the count freeze. Management adjusted revenue and receivables before we issued the draft. The bank received the report on schedule; the related-party schedule still arrived late from the client side, which compressed the final review weekend.
Extended story
Purchasing access in a five-person office
A family holding company asked for an internal control review after a near-duplicate supplier payment. Walkthroughs showed the same login could edit vendor masters and release payments. We ranked the finding as significant and suggested a dual-approval rule that did not require hiring two new people.
Not every textbook segregation fit their headcount; we said so in the letter. Access rights were corrected within a month, and the next payment run used a second approver on amounts above a threshold the owners chose.
