Is your auditor built to scale with your growth?

As companies grow—enter new markets, add products, acquire businesses or prepare for capital events—their advisory needs shift from simple solutions to capabilities that are more strategic and structured.

Reporting requirements have become more sophisticated, transactions more complex and regulatory expectations more stringent. Many organizations realize they have outgrown their professional service firm only when deadlines begin slipping, stakeholders raise questions or a transaction stalls.

The reality is simple: A growth-minded company needs a growth-ready advisor prepared for increasing complexity. The right advisor strengthens credibility, supports timely execution, fuels entrepreneurial thinking and offers insights that help position the business for future capital needs. On the other hand, a misaligned provider can quietly introduce delays, risk and costly rework at the moments when stakes are highest.

How growth adds complexity to financial reporting and accounting

As organizations scale, their financial reporting environment becomes more complicated. These challenges require more than technical execution; they call for an audit firm that can act as a business advisor within the necessary parameters of independence.

The right firm not only understands complex transactions and global requirements but also brings the strategic perspective to anticipate issues, offer proactive guidance and help leadership teams navigate change with confidence.

Key sources of complexity include:

• Evolving expectations for strategic guidance: Today’s chief financial officers expect more than compliance—they need an experienced advisor who brings insight, foresight and perspective. Whether navigating transactions, adopting new systems or responding to regulatory changes, auditors must be equipped to provide insights that help leadership teams anticipate risks and make more informed decisions.
• Mergers and acquisitions activity: Business combinations introduce sophisticated accounting challenges: purchase price allocations, goodwill measurement, contingent consideration and integrating acquired financials. These situations require auditors with deep expertise in transaction accounting and the ability to move efficiently during deal execution.
• Other capital events: Restructuring debt or issuing new equity introduces complex reporting requirements. Auditors must have strong technical fluency in financial instruments, fair value calculations and covenant compliance, especially as companies prepare for institutional investment or public market access.
• Global expansion and foreign subsidiaries: Entering new markets brings new accounting standards, local reporting obligations and foreign currency considerations. Auditors must navigate U.S. generally accepted accounting principles (U.S. GAAP) versus International Financial Reporting Standards (IFRS) differences, manage local statutory audits, coordinate with affiliates across time zones and ensure accurate consolidation.
• Transfer pricing and intercompany transactions: Cross-border activities raise specialized issues—transfer pricing, withholding taxes, value-added tax and goods and services tax (VAT/GST) and permanent establishment risk. Without the right tax and technical expertise, companies may face increased exposure, inconsistent reporting or potential penalties.
• Technology upgrades and process changes: Whether upgrading an enterprise resource planning (ERP) platform, enhancing the technology stack or modifying key business processes, transformation introduces audit risk. Auditors must assess system integrity, control design and data reliability to ensure accurate financial reporting and regulatory compliance.
• Regulatory and investor requirements: As companies grow or operate in regulated sectors, disclosure, control and documentation requirements increase. Auditors must be prepared to support these higher standards and anticipate where scrutiny is likely to intensify.

Risks of an underresourced professional service firm

The relationship between a growing business and its audit firm is fundamentally strategic. When a firm lacks industry knowledge or the resources and experience to keep pace with the business’s growth, consequences may extend well beyond inconvenience. Consider the following shortcomings, challenges and ramifications:

• Limited industry knowledge and experience: Firms without sufficient knowledge of your industry may overlook key risks, misinterpret transactions or deliver audits that lack credibility with investors, lenders or regulators.
• Deadline risk: Smaller firms stretched during busy season may struggle to meet required timelines, jeopardizing regulatory filings, financing arrangements or deal closings.
• Global coordination challenges: A local firm without qualified international affiliates may force you to manage multiple engagements, increasing complexity and the risk of inconsistency.
• Technical deficiencies: Public Company Accounting Oversight Board (PCAOB) inspection data consistently highlight high deficiency rates in areas such as revenue, business combinations and inventory. An advisor without depth in these areas may miss material issues.
• Independence constraints: For companies contemplating an initial public offering (IPO) or institutional investment, independence conflicts can derail timing. Smaller professional service firms with concentrated client bases may face a higher risk.

It is not difficult to find examples of what can happen when a professional service firm is not prepared for the demand of a growing business. Recent bankruptcies in the auto lending and auto parts sectors involved alleged or evidenced fraud and raised questions about the firm’s insufficient industry knowledge and the inability to address key risks, subsequently contributing to significant losses to investors and lenders.

When the stakes rise, your options narrow

When business is steady, it’s easy to overlook signs that your business advisor may no longer be the right fit. But when the stakes rise—new product launches, capital raises, M&A, critical filings or control issues—it becomes impossible to ignore potential limitations on growth initiatives.

Unfortunately, these moments are also when changing advisors is most disruptive and potentially impossible without jeopardizing key objectives.

Get ahead of unwinding a relationship with a subpar advisor before you find your company in the following situations:

• IPO or major capital raise: Investors and underwriters expect continuity and reliability. A late-stage change in advisors can raise concerns about audit quality or internal controls. IPO timelines are especially unforgiving: Registration statements must be filed within strict windows, and switching auditors within 12–18 months of an expected offering can materially increase the risk of missing the market.
• Active M&A: Buyers rely on consistent audit oversight during diligence and may require the existing advisor to provide consents or comfort letters. Introducing a new advisor midprocess adds complexity, delays diligence and can undermine confidence — enough to slow or even derail a transaction.
• Following a material restatement: Changing advisors immediately after disclosing a restatement or control weakness can be perceived as “opinion shopping,” inviting heightened scrutiny from regulators, lenders, boards and potential buyers.
• Near a filing deadline: Public and large private companies must meet strict financial reporting deadlines. An advisor transition during this period dramatically increases the risk of late filings—which can trigger debt covenant violations, regulatory sanctions or, for public companies, jeopardize a listing.
• Covenant compliance or refinancing: Lenders often require audited statements by defined dates, and when they syndicate the borrowings, they often require a top-10 firm. If covenants are tied to the incumbent advisor, switching firms may not be feasible. Even when permitted, a delay caused by onboarding a new advisor can weaken the negotiating position or limit available financing options.

Across all these scenarios, the common thread is the same: external expectations, rigid timelines, and limited flexibility. When you wait for a high-impact event to expose your auditor’s shortcomings, you lose control over timing and increase the risk of disruption at precisely the wrong moment.

Alternatively, early planning gives you options. If you have any doubts about your business advisor’s ability to support your next stage of growth, it’s far better to evaluate alternatives now than to discover constraints when market windows are closing and stakeholders are watching.

Which business advisor is the right fit for your growing company?

For a growing middle market company, the ideal professional services firm often sits between local firms and the Big Four. The right provider combines technical sophistication and multijurisdictional capabilities with a practical, relationship-driven approach.

Key qualities to look for include:

• Industry knowledge and technical depth: Deep industry knowledge and experience relevant to your sector, niche and growth stage, including the skills to cover areas like revenue recognition, financial instruments, business combinations and income taxes, as well as detailed experience working with and benchmarking your peers
• Technology and AI enablement: Proven capacity leveraging data analytics, automation and AI to support efficient audits, deeper insights and real-time identification of problematic issues
• Capacity and resources: Sufficient qualified staff, senior leaders with experience in growth-stage companies and the ability to ramp up as you grow
• Public company experience: If you plan to access public capital markets within five years, PCAOB registration and meaningful experience auditing SEC registrants are valuable
• Multijurisdictional capabilities: Whether direct or via a network, the ability to operate seamlessly across multiple jurisdictions under consistent quality control standards and common audit methodologies, plus the ability to provide timely support across time zones
• Track record with growth companies: History of supporting clients through transformational growth, IPOs or successful exits, and the ability to anticipate obstacles, provide proactive guidance and execute efficiently during critical periods
• Strong communication and strategic partnership: A business model centered on collaboration and communication, and a trusted advisor who proactively solves problems and works closely with your financial team and board

The real cost of staying with the wrong professional service firm

Selecting the right advisor is a strategic decision. The wrong firm can impede growth, erode stakeholder confidence and create friction at precisely the moments when timing and credibility matter most.

If you question whether your current partner can support your next stage of growth, the time to evaluate alternatives is now. The short-term disruption of a change is minimal compared to the potential cost of discovering gaps or technical deficiencies when market windows are narrowing, and external stakeholders are watching.

Wondering if your current audit firm can support your next stage of growth?

RSM works with middle market companies navigating complexity, expansion and capital events. If you're considering whether your current advisor is still the right fit, our team can help you assess your needs and explore the path forward.