Client impact
Engagements described by what changed: in the accounts, in the audit, and in how the business is run.
US$855mn
Receivables covered by an IFRS 9 credit loss model we designed for a listed company
13
Entities consolidated through a mid-year sale of a controlling stake
6
Renewable energy SPVs converted to Ind AS at the same time
~99%
Reduction in recurring cash shortages across a fuel retail network
Rebuilding an expected credit loss model for a listed IT services company with US$855 million in receivables
US$855mnGross trade receivables covered by the model
Converting a six-SPV renewable energy platform to IFRS-converged Ind AS, entity by entity and on consolidation
6SPVs converted to Ind AS at the same time
Consolidating a thirteen-entity group through a mid-year sale of a majority stake
13Entities consolidated, including subsidiaries and associates
Removing recurring cash shortages across a highway fuel retail network
~99%Reduction in recurring cash shortages by the third iteration
Turning chronic audit delays into on-time delivery for a seven-entity manufacturing group
7Legal entities brought onto one readiness calendar
Designing a clean-slate structure for a new agri-tourism group with four distinct business lines
4Business lines, each taxed differently
A multi-year tax plan for a promoter with income across securities, alternative funds, and foreign assets
₹50mnTax exemptions structured within a single financial year, about US$550,000
Every engagement described here is anonymised, and some facts are generalised to protect client confidentiality.
Every engagement begins with a candid conversation
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