“They caught a mid-term credit pattern our billing export had flattened. The memo was blunt about what we still owed the deferred account — which is exactly what we needed before the auditors arrived.”
Client stories
What teams notice after a recognition pass
Comments below come from controllers and finance leads who sat through scoping, sampling, and findings workshops. They mention specific friction — not generic praise.
“The health check was narrower than I expected, in a good way. They refused to expand into a full IFRS 15 redesign when our issue was really anniversary cut-off on one product line.”
“Workshop timing slipped by three days because our contract pack was incomplete — that was on us. Once documents arrived, the findings session was concrete: clause references, proposed journals, and a short list of what we should leave alone.”
“I wished they had pushed harder on our sales team’s side-letter habit. The memo named it, but the real change still depends on our internal discipline. Still, the binder structure alone saved us during fieldwork.”
Extended note
Membership renewals after a price increase
A New Taipei membership group raised annual fees mid-year and offered legacy members a two-month credit. Billing applied credits correctly; recognition continued to release deferred balances on the old schedule. Month-end revenue looked strong while the deferred account quietly understated remaining obligations.
What we did
We sampled thirty renewed contracts, rebuilt the deferred roll-forward for the affected cohort, and drafted journals to restate the stub periods. The findings workshop included the membership director so sales understood why credits changed timing, not only cash.
Outcome
Management posted adjustments before external audit fieldwork. Auditors reused the sample binder with limited additional selections. The group kept the credit programme but now routes every concession above a threshold through a form that feeds the revenue schedule.
Extended note
Two entities, one customer pack
A regional group billed subscriptions from a Taipei entity while delivery hours sat in a second company. Each controller recognised “their” side differently. Consolidation inflated service revenue until eliminations caught up — usually late.
What we did
During a multi-entity alignment engagement we mapped shared contracts, agreed which promises transferred control where, and wrote a one-page timing rule both controllers signed. Intercompany charges were left to the transfer-pricing adviser; we stayed on recognition timing.
Outcome
The next close showed matching deferred patterns on the customer packs. Regional reporting questions dropped because both ledgers could point to the same memo.