Client stories

Evidence from completed fintech audit engagements

Quotes reference specific services and constraints. Extended stories describe what changed after fieldwork, not star ratings.

Northfield’s team sat with our settlement clerks for three days and caught a dual-control gap we had papered over with email approvals. The management letter was blunt in places, which our board needed more than soft language.

Mei-Ling Chen — CFO, regional e-wallet operator · Fintech Control Audit

We asked for an AML assessment ahead of a correspondent-bank renewal. The memo on alert disposition quality was useful; I wish we had scheduled the staff walkthrough earlier—two officers were travelling that week and the sample felt thinner than it should have.

Daniel Okonkwo — Head of Compliance, remittance firm · AML Control Assessment

Before filing our payment-institution materials, the readiness scorecard forced us to rewrite three control descriptions that would not have survived an examiner question. That alone justified the engagement fee.

Hana Fujimoto — Co-founder, consumer lending start-up · Pre-Licence Readiness Review

During our Series B data room, Northfield reconciled our reported take-rate to the ledger in a way our product team never had. Investor questions shifted from suspicion to detail, which is exactly where we wanted them.

Wei-Ting Lin — Finance lead, digital brokerage · Investor Diligence Support

Extended stories

Two engagements in detail

Settlement control rebuild for a Taoyuan payment firm

A mid-size payment institution approached us after a banking partner requested independent comfort on customer-fund segregation. Over eight weeks we tested daily reconciliations, retraced exception escalations, and coached finance on a board pack that named owners for every aged item. Three high findings closed before the partner’s follow-up visit; two medium items entered a ninety-day remediation plan with dates the board could track.

Partner renewal proceeded without a further control hold.

Diligence sprint ahead of a private credit facility

A consumer lender needed metric bridges for loss ratios and funding costs within three weeks. We inventoried the data room, rebuilt two KPI definitions that had drifted from the general ledger, and ran a half-day Q&A rehearsal with the CFO. Mild reservation from the credit team concerned residual documentation on older vintages; management disclosed that gap openly rather than improvising.

Facility term sheet advanced to legal drafting with a narrowed diligence list.

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