The External Audit and Materiality

The testing toolkit is narrower than folklore suggests:

• Tests of controls — verifying that a control (e.g., three-way match on purchases) operated effectively throughout the period. If controls pass, substantive testing shrinks.
• Substantive analytical procedures — building an independent expectation of a balance and investigating deviations. Auditors increasingly model revenue independently and challenge you on the gap.
• Tests of details — vouching to source documents, confirming receivables with customers, observing inventory counts, recomputing.
• Data-driven full-population testing — the fastest-growing category. Auditors now run journal-entry analytics across 100% of entries, flagging round-dollar postings, entries booked by unusual users, entries with rare account combinations, or entries dated on weekends. The classic manual override of controls—the CFO or controller posting a top-side adjustment no one else sees—is exactly what these tools hunt for.

The critical CFO insight: auditors focus disproportionately on estimates and judgments, not on high-volume routine transactions. Goodwill impairment, loan loss allowances, revenue recognition on long-term contracts, pension assumptions, deferred tax valuation allowances—these are where opinions are won and lost, because they require management judgment and are therefore where misstatement (intentional or not) hides. GE's downfall lived entirely in estimates: goodwill and insurance reserves. When you prepare for an audit, spend your energy where the auditor will: on the schedules that depend on *your* assumptions.

How Materiality Is Actually Set

Materiality is the most misunderstood concept in the audit relationship, and the one where a sharp CFO gains the most leverage. The governing definition, from the accounting standards, is that information is material if omitting or misstating it could reasonably be expected to influence the decisions of the primary users of the financial statements. It is fundamentally about the *user*, not the *auditor's* convenience.

In practice, the auditor computes materiality in three layers, and you should understand all three.

Overall (Planning) Materiality

The auditor selects a benchmark and applies a percentage. Common conventions:

• 5% of pre-tax income for a stable, profitable company
• 0.5%–1% of revenue for a company with volatile or near-breakeven earnings
• 1%–2% of total assets or equity for asset-heavy or investment entities

The benchmark choice is a judgment call, and it drives everything downstream. A company hovering near breakeven creates a materiality problem: 5% of a tiny pre-tax income produces an absurdly low threshold, so auditors switch to a revenue or asset benchmark. As a CFO, you want to understand and, where appropriate, *discuss* the benchmark rationale early—because it sets the sensitivity of the entire audit. This is not manipulation; it is ensuring the auditor's model reflects the economic reality of your business rather than a mechanical default.

Performance Materiality

Here is the number that actually governs your audit workload. Performance materiality is set *below* overall materiality—typically 50%–75% of it—to create a buffer for the aggregation of undetected misstatements. If overall materiality is $10 million, performance materiality might be $6.5 million, and that lower figure determines how granularly the auditor tests. A weak control environment or a history of adjustments pushes performance materiality toward the low end (more testing); a clean track record moves it higher (less testing). Your audit history directly prices your current audit.

Clearly Trivial Threshold

Below this line (often 5% of overall materiality), misstatements are not even accumulated. Above it, they go on the Summary of Uncorrected Misstatements—the schedule of audit differences you either book or explain away.

The subtlety every senior finance executive must grasp: materiality is not purely quantitative. A misstatement below the numerical threshold can still be material by nature. Examples that turn a $50,000 error into a material one:

• It changes a loss into a profit or lets you hit a debt covenant or an analyst consensus by a hair.
• It affects management compensation tied to a metric.
• It involves related parties, fraud, or an item required to be disclosed by regulation.
• It masks a trend the market is watching.

The classic case is the company that "just makes" consensus EPS quarter after quarter by exactly a penny. Statistically improbable, and any competent auditor treats a small adjustment that flips the miss-to-beat as material regardless of dollar size. If you find yourself managing to a threshold, assume your auditor sees the same pattern the SEC would.

Running a Clean, Drama-Free Audit

The audit is a project you manage, not an event that happens to you. Drama in an audit is almost always a symptom of poor process, not bad luck. Four disciplines separate the smooth audits from the death marches.

1. Front-load the judgment conversations. The most expensive fights happen in the final weeks over a revenue-recognition position or an impairment trigger that could have been socialized in planning. Bring your hardest technical calls to the auditor *early*—ideally in an interim or planning meeting—with a written position paper: the facts, the applicable standard, your analysis, and your conclusion. You are not asking permission; you are documenting that you reached a defensible judgment *before* the number was struck. Auditors reward preparation and punish surprises.

2. Own the PBC (Prepared By Client) list like a program plan. The PBC list is the auditor's request for schedules and evidence. Late, sloppy, or reconciled-on-the-fly deliverables are the single largest driver of audit friction and fee overruns. Assign owners, set internal deadlines ahead of the auditor's, and quality-check every schedule so it ties to the trial balance *before* it leaves your building. A clean PBC process signals a clean control environment, which in turn lowers the auditor's assessed control risk—a virtuous cycle.

3. Manage the audit differences schedule proactively. When the auditor proposes an adjustment, you have three moves: book it, support your original position with evidence, or argue it's immaterial and pass it. The mistake is treating every passed adjustment as a win. Uncorrected misstatements accumulate, and a stack of "immaterial" items that all push earnings the same direction is itself a red flag—it looks like directional bias, which auditors are trained to challenge. Correct the errors that are genuinely errors; reserve the immateriality argument for items where your judgment is genuinely defensible.

4. Prepare the audit committee, not just the auditor. Under modern standards the auditor communicates directly with the audit committee about Critical Audit Matters (CAMs) or Key Audit Matters (KAMs)—the areas of highest judgment, now disclosed in the audit report itself. A CFO caught unaware when the auditor raises a CAM with the committee has lost control of the narrative. Know what your CAMs will be (they mapmapUsing software to automate repetitive marketing tasks and campaigns, enabling personalisation at scale across channels like email, web, and social.Voir la définition complète → to your significant estimates), and walk the committee through your reasoning *before* the auditor does.

Keeping Independence Intact

The GE-KPMG story raises the uncomfortable question underneath every long audit relationship: is the auditor still independent after 109 years? Independence is the asset that makes the opinion worth anything, and it is fragile in ways CFOs routinely underestimate.

Independence has two dimensions. Independence in fact is the auditor's actual objectivity. Independence in appearance is whether a reasonable observer would perceive a conflict. Regulators enforce both, because appearance erosion destroys trust even when actual objectivity survives.

The practical minefields for a CFO:

• Non-audit services. Sarbanes-Oxley prohibits your external auditor from providing many consulting services—bookkeeping, systems design, internal audit outsourcing, valuation of items they then audit. Every non-audit engagement (including tax) must be pre-approved by the audit committee. If you hand your auditor a lucrative advisory project, you have created a self-review threat and a familiarity threat in one stroke.
• Fee dependence. If your account is disproportionately large for the audit office, the engagement partner faces subtle pressure to keep you happy. This concern grows with tenure.
• The revolving door. Hiring a former engagement team member into a financial-reporting-oversight role triggers a mandatory cooling-off period (one year in the U.S.). Recruiting from your audit team feels natural—they know your books—but it is precisely why it's restricted.
• Partner rotation. The lead engagement partner must rotate off (five years on, five years off in the U.S.). Some jurisdictions mandate rotating the entire firm. Use rotation deliberately: a fresh partner is an opportunity to pressure-test long-standing judgments before a regulator does.

The counterintuitive CFO stance: a healthy audit relationship contains productive tension. An auditor who never pushes back is not doing you a favor—they are increasing the odds you are the next restatement. Protect independence not because compliance demands it, but because the auditor's skepticism is a free, expert stress test of your most consequential judgments. The moment you treat the auditor as a vendor to be managed into compliance, you have converted your best early-warning system into a liability.

Key Takeaways

1. Invest in controls to buy audit efficiency. Strong controls lower assessed control risk, shrink substantive testing, reduce fees, and shorten the audit. Weak controls do the opposite—control quality is priced directly into your audit.

2. Aim your preparation at estimates and judgments, not routine transactions. Auditors concentrate on impairments, reserves, revenue recognition, and other assumption-driven balances. Bring written position papers on your hardest calls to the *planning* meeting, not the final weeks.

3. Understand all three materiality layers—and remember materiality is qualitative too. Know your benchmark rationale, your performance materiality, and your trivial threshold. A sub-threshold error that flips a loss to a profit, hits a covenant, or lets you meet consensus is material regardless of size.

4. Run the PBC list and the audit-differences schedule as managed processes. Owners, internal deadlines, tie-outs before delivery. Don't hoard passed adjustments—an accumulation biased one direction is itself a red flag.

5. Protect auditor independence as a strategic asset, not a compliance chore. Route all non-audit services through audit-committee pre-approval, respect cooling-off and rotation rules, and treat auditor skepticism as a free stress test of the judgments that could end your career.