Services and practice areas

A process review answers three questions: how does the work run today, where does it lose time, money or control, and what should change. We walk through the process with the people who operate it, trace real transactions from start to finish, and compare what happens with what management believes happens.

• Current-state process maps based on walkthroughs and sample transactions
• A list of gaps: duplicated work, missing checks, unclear hand-offs, manual steps that could be system-driven
• A redesigned process with owners, approval limits and timelines
• Support while the changes are put in place

See the process cycles we cover.

Not every business needs a full-year internal audit plan. A scope-based review takes one process, one location or one risk and examines it properly. The scope, sample period and deliverable are agreed first, so management knows what will and will not be covered.

• Reviews of a single cycle such as Order-to-Cash, procurement or payroll
• Branch, project or location reviews
• Follow-up reviews that check whether earlier audit observations were closed
• Reports written for the people who must act on them, with observations ranked by risk

Where the Companies Act requires a company to appoint an internal auditor, the same approach can be built into an annual plan presented to the audit committee or board.

Indian companies report on the adequacy of internal financial controls, and auditors report on them for most companies above the exemption thresholds. Groups with a US listing or a US-listed parent also face Sarbanes-Oxley requirements. We help management build and maintain the evidence behind those statements.

• Scoping: significant accounts, processes and locations
• Risk and control matrices (RCMs) and process narratives
• Tests of design and of operating effectiveness, with working papers
• Deficiency evaluation and remediation tracking
• Review of IT general controls relevant to financial reporting

This work is done for management. It does not replace the statutory auditor's own reporting.

A business that has its processes on paper can change them deliberately. One that does not can only change them by accident. Documentation is the base for redesign, for assigning roles when new people join, and for handing the business to the next generation or a new management team.

• Process maps and standard operating procedures (SOPs)
• Roles and responsibilities, including RACI charts and delegation-of-authority matrices
• Job descriptions tied to process steps, for hiring and onboarding
• A succession file: what the owner or a key person does, decides and knows, written so someone else can take it over

Processes that work at 200 invoices a month often fail at 2,000. We look at where a business will come under strain as volume rises and what to strengthen first.

• Stress points: steps that depend on one person, a spreadsheet or the owner's approval
• What to standardise, what to delegate and what to move into the accounting or ERP system
• Management reports that show problems while they are still small
• A phased plan matched to the growth the business expects

AI tools and automation are changing how finance and operations work is done, and most businesses adopt them unevenly: a few people experiment while the rest carry on as before. We run training that brings owners and teams to a common, practical level.

• Workshops for owners and senior management on what AI and automation can and cannot do for the business today
• Hands-on sessions for finance, accounts and operations teams, using their own kind of work: reconciliations, reports, document handling, follow-ups
• Identifying which steps in a process are suited to automation, which works best once the process has been mapped
• Controls and good practice: reviewing AI output, data confidentiality, and keeping a person accountable for each automated step

Sessions are conducted in person or online and are built around the participants' own processes.

For micro, small and medium enterprises the same disciplines apply at a lighter scale and cost.

• Receivables and working-capital review, including delayed-payment remedies under the MSMED Act
• Simple controls over cash, purchases, stock and payroll
• A compliance calendar covering tax, GST and company law dates
• Getting books and reports ready for lenders, investors or a larger customer's vendor assessment

The articles on this site cover several of these topics.

The firm also carries out the regular work of a chartered accountancy practice.

• Reconciliation, verification and preparation of financial statements
• Income tax, TDS and GST compliance and advisory
• Audit and assurance services as permitted and required under applicable law