Client stories

What controllers noticed during and after engagements — including the parts that still took work on their side.

Mei-Ling Chen · Group Controller · electronics distributor, Neihu

“They rebuilt our revenue cut-off trail for three entities in twelve days. The auditors still asked questions — but every answer already had a folder. I would have liked one more day on intercompany eliminations; we ran out of calendar before that area was as tidy as revenue.”

James Huang · Controller · food processing group, Taoyuan

The period-close evidence pack saved our inventory count week. David sat with the warehouse clerks and matched gate logs to invoices instead of asking us for summaries we did not have. We still had to chase two vendors ourselves for missing delivery notes.

Sophie Tsai · Assistant Controller · software services, Xinyi

Audit readiness walkthrough felt blunt in a useful way. Irene flagged three PBC answers that sounded confident but had no attachment. Fixing those before fieldwork was quieter than last year.

Kevin Chou · CFO · specialty chemicals, Kaohsiung (remote engagement)

Reconstruction after our ledger migration was slower than I hoped, and CloudNxtGen said so in the discovery note rather than promising a miracle. What we recovered was solid; what we could not recover is written clearly for the board.

Finance team meeting around a table with documents

Extended story

Three entities, one revenue cut-off week

A Neihu distributor faced year-end fieldwork with incomplete shipping evidence across three subsidiaries. CloudNxtGen mapped bill-of-lading sources, rebuilt the cut-off samples for the two largest entities first, and left a residual list for the smallest subsidiary where warehouse staff had changed mid-year.

The controller kept ownership of auditor meetings. Our handoff was the index and a half-day walkthrough — not a surrogate finance team.

Professionals reviewing binders in a conference room

Extended story

Readiness week before Big Four fieldwork

An Xinyi services company booked a five-day readiness window. We stress-tested payroll accruals and deferred revenue samples against last year’s findings. Two managers discovered their “standard” answers referenced policies that had never been board-approved; they corrected the narrative before auditors arrived.