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Only 28% of audits passed the IRBA's latest inspection. The rest? Flagged, referred, or failed. And if you think that's the auditor's problem, think again. Your financial statements feed directly into every deficiency they're finding. Here's what it means for your practice and the steps you can take to ensure your clients' files hold up under scrutiny.
Most independent review problems don’t start with technical standards, they start when the practitioner must draw a conclusion and sign the report. If the work performed isn’t clearly documented or evaluated, that final step becomes difficult. This practical guide walks through the key steps to finalise an independent review, evaluate findings, and issue a defensible report.
Not Everything You Buy Is an Expense
Bought a laptop for R20,000? Many business owners assume the full amount must be expensed immediately. In accounting, that’s not always the case. Some purchases are assets, not expenses — and how you record them affects your profit and financial statements. This practical guide breaks down fixed assets and depreciation using a simple example showing how an asset bought today can still appear on the balance sheet years later, and how spreading costs over time keeps financial statements accurate.
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Practice Management
Many accountants unintentionally cross the line between what they can do and what they are allowed to do. Whether it is offering tax services without proper registration, conducting independent reviews without a licence, or taking on complex work without the necessary skills, the risks are significant. Knowing your legal and professional boundaries is not a limitation. It is essential to protecting your clients, your reputation, and your practice.
Most accountants think they’ll lose a client over a mistake. They won’t. They’ll lose them the moment trust feels… off. And that usually has nothing to do with technical work. It starts quietly, serving two clients in the same industry, earning from a referral, becoming “too close” to a long-standing client. None of it feels wrong. Until it is.
Conflicts of interest don’t explode into scandals. They shift your judgment, soften your questions, and blur your independence, just enough for a client to notice. And once they do, the damage is already done.
Your biggest contract risk isn’t what’s written, it’s how quickly you read it.
A client is waiting. The pressure is on. You scan, approve, and move on. It feels efficient. Professional, even.
But that moment? That’s where mistakes are made.
Not through ignorance, through assumption.
Because contracts don’t break in obvious places.
They break in vague clauses, hidden exclusions, and undefined expectations.
And by the time it surfaces, it’s no longer a document issue, it’s a client problem.
One overlooked clause can quietly undo years of trust.