“Fieldmark’s team spent two full days in our Okayama warehouse for the March count. They caught a cut-off error on goods we had shipped on the 31st but invoiced in April. Clearing it delayed the report by four days — which annoyed our parent company — but the statements were right.”Mika Tanabe · Controller, regional wholesale group · Statutory audit
Client stories
What the work looked like on the ground
These notes come from finance leads who sat through scoping calls, evidence requests, and draft finding meetings. They mention specific friction — not polished slogans.
“We only needed a limited review for the September pack. Haruto’s questions on our warranty accrual were sharper than I expected for a review. I would have preferred fewer emails in week two, though the final report landed when they promised.”Daniel Orth · Finance director, Japanese subsidiary · Limited review
“The agreed-upon procedures for our lender covenant took one site visit and a tight findings report. No soft language pretending it was an audit. That honesty made the bank conversation shorter.”Rina Okabe · CFO, food processing company · Agreed-upon procedures
“Their control assessment on purchase-to-pay listed three high findings and left the cosmetic ones in an appendix. Our board finally stopped asking us to ‘fix everything at once.’”Satoshi Abe · Internal control lead · Internal control assessment
Extended story
First-year statutory audit after a system migration
A Tottori manufacturer moved ledgers mid-year and arrived at audit with incomplete opening-balance bridges. We extended planning by a week, rebuilt the roll-forward for fixed assets with the plant accountant, and documented additional substantive tests on depreciation.
The opinion was unmodified. The management letter focused on migration checklists for the next change — not a catalogue of every naming inconsistency in the chart of accounts.
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