How do you approach audit planning at the start of an engagement?

Audit planning starts with understanding the business: the industry, the business model, any changes in the year such as new products, acquisitions, restructuring, or changes in leadership. I review the prior year audit file to understand historical risk areas, any misstatements corrected or uncorrected, and any management letter points from prior years. I then assess the risk of material misstatement at the financial statement level and the assertion level, focusing on the areas where the risk of error or fraud is highest: complex accounting estimates, significant transactions, related party arrangements, and areas where management has significant judgement. The planning process results in an audit strategy document that sets out the audit approach for each significant area, the planned level of reliance on internal controls versus substantive testing, and the resource plan. I review this with the engagement partner before fieldwork starts and update it if new risks emerge during the engagement.

How do you manage the relationship with a client who is pushing back on an audit finding you consider material?

I start from the position that the finding is correct, which means I need to be confident in the technical basis before the conversation. If my conclusion is right, I explain it clearly and provide the evidence: the standard, the assertion, and why the client's accounting treatment does not meet it. I avoid framing it as an opinion versus their opinion: it is a question of whether the treatment complies with the applicable standard. I acknowledge that reasonable people can disagree on judgement questions and I am open to hearing new information or arguments. If the client presents a genuinely different interpretation I take it seriously, discuss it with the engagement partner, and if necessary seek technical guidance from the firm's technical department. What I will not do is move my position to avoid conflict. An incorrect or unsupported accounting treatment that is not corrected creates a risk to the audit opinion and to the firm. If the disagreement cannot be resolved and the amount is material, it results in a modified opinion, which I explain clearly and document thoroughly.

How do you develop junior members of the audit team during an engagement?

Development during an engagement requires active management, not just supervision. I assign junior staff to work areas that stretch their skills: if someone has only done straightforward testing work, I give them a more complex area with coaching rather than assigning it to a more senior person. I brief them thoroughly at the start of each section: what we are testing, why it matters, what we expect to find, and what would indicate a problem. I review their work in detail and give feedback on the working paper, not just whether the conclusion is right but how they got there and how they documented it. I hold a short debrief after each section to discuss what they found, what they would do differently, and what questions they still have. I also make a point of explaining audit decisions: why we are taking a certain approach, what the risk is, what the standard requires. The best way to develop technical knowledge is to explain the reasoning, not just the procedure.

How do you ensure that your audit team meets deadlines without compromising the quality of work?

Quality and deadline management are not in conflict if planning is done well. I set a realistic timeline at the start of the engagement that builds in review time rather than assuming fieldwork and review can happen simultaneously. I use a daily or twice-daily check on progress against the plan during fieldwork, which means problems are visible before they become crises. I also distinguish between delays caused by internal factors, such as a team member struggling with a complex area, and external factors, such as information not being provided by the client. For internal delays I reassign work or provide additional coaching. For external delays I escalate to the client contact early and formally, because unexplained information gaps at the end of fieldwork are much harder to manage than ones raised early. When deadlines genuinely cannot be met without compromising quality, I have an honest conversation with the engagement partner early so there is time to adjust either the timeline or the resource.

Tell me about a time you identified a significant risk or control weakness during an audit that the client had not recognised.

During an audit of a manufacturing company, I reviewed the inventory count procedures and noticed that the reconciliation between the physical count and the system quantities was being performed by the same individual who maintained the inventory records. This meant that any error or manipulation in the underlying records would not be detected by the count process, because the person checking the reconciliation was also the person whose records were being reconciled. The client's internal audit had not flagged this as a control weakness. I raised it with the CFO in our control deficiency meeting, explained the risk in terms of both error and potential for misstatement, and quantified the undetected risk based on the value of inventory. The client agreed to separate the responsibilities for the next count and to introduce a secondary review of the reconciliation. I also extended my substantive testing on inventory to reflect the reduced reliance on the control. The finding went into the management letter as a significant control deficiency.

Describe a situation where you had to deliver difficult findings to a senior client contact.

I was audit manager on a listed company engagement where we identified that the client had been incorrectly applying the criteria for revenue recognition under IFRS 15 on a category of contracts that accounted for approximately 12% of total revenue. The prior year treatment had been the same and had not been challenged, which made the conversation more difficult because the client perceived the audit team as changing position. I requested a meeting with the CFO and the technical accounting director and presented the findings with the specific standard references, the criteria the contracts needed to meet, and a detailed analysis of where the contracts fell short. I acknowledged that the prior year treatment had been accepted and explained why the current year review had reached a different conclusion, based on a more detailed reading of the contract terms rather than a change in the standard. The client ultimately agreed to restate the revenue figure, which resulted in a note in the accounts.

Give an example of a time you managed a particularly complex or high-risk area of an audit.

I led the audit of a defined benefit pension scheme that was material to a client's financial statements. Defined benefit valuations involve actuarial assumptions that are highly sensitive to changes in discount rate, inflation, and mortality assumptions. I engaged the firm's in-house actuarial expert to assess the assumptions the client's actuary had used, which is required under auditing standards when management uses a specialist. The expert identified that the discount rate used was at the upper end of the acceptable range given the underlying bond portfolio, and that the mortality table used was slightly out of date. Neither difference was individually material, but together they resulted in an understatement of the liability. I discussed the findings with the client's finance director, who agreed to work with their actuary to revise the assumptions. The engagement required careful coordination between the audit team, the firm's specialist, and the client's actuary, which I managed through a clear timeline and written summaries after each interaction.

How do you assess the risk of fraud during an audit, and what procedures do you use to address it?

Fraud risk assessment is mandatory under auditing standards and should not be treated as a box-ticking exercise. I start with a fraud brainstorming discussion with the engagement team at the planning stage to identify where and how fraud could occur given the business model, the industry, and the control environment. I always consider two presumed fraud risks: revenue recognition and management override of controls. These are presumed under the standards unless there is a specific reason to rebut them. For revenue recognition I design procedures that address the specific risk in the client's revenue streams: for a business with complex contracts I focus on the timing of recognition; for a business with high transaction volumes I focus on cut-off. For management override I include unpredictable procedures: journal entry testing focused on unusual entries, testing of accounting estimates for bias, and evaluation of significant transactions outside the normal course of business. I document the fraud risk assessment and the response in the audit plan and update the assessment if new information comes to light during fieldwork.

How do you evaluate the design and operating effectiveness of internal controls?

Design effectiveness is whether the control, if operating as intended, would prevent or detect a material misstatement. Operating effectiveness is whether the control is actually operating as designed. I assess design through inquiry and walkthrough: I ask the person responsible for the control to describe it, and then I trace a transaction through the process to see whether the control operates as described. If the design is ineffective, there is no point testing operating effectiveness. For operating effectiveness I use a combination of inquiry, observation, inspection, and re-performance depending on the nature of the control. For automated controls I test the IT general controls that underpin them. For higher-risk areas or significant controls I increase the sample size for operating effectiveness testing and consider testing controls at an interim date and a year-end date to cover the full period. Where I find deviations in operating effectiveness, I assess whether they represent an isolated failure or a pattern, and adjust my substantive testing accordingly.

How do you approach the review of accounting estimates in areas subject to significant management judgement?

Accounting estimates are one of the highest-risk areas in any audit because they involve assumptions that management can set in a way that serves their preferred outcome without being technically incorrect. My approach is to identify all significant estimates at the planning stage and classify them by the degree of estimation uncertainty and the potential for management bias. For each significant estimate I use one of three approaches: testing the process and assumptions management used, developing my own independent expectation of the estimate, or reviewing subsequent events to see whether the estimate was borne out. For the most judgement-intensive estimates, such as goodwill impairment, expected credit losses, or fair values of illiquid assets, I typically use all three. I always evaluate the estimate in the context of the overall financial statements: a pattern of estimates that consistently favour the income statement, or a set of assumptions that all sit at the optimistic end of the acceptable range, may indicate management bias even if no individual estimate is outside the range.

Audit Manager

Audit manager interviews test your ability to plan and lead audit engagements, assess risk and internal controls, communicate findings to senior stakeholders, and develop junior team members. Interviewers want candidates who combine technical audit knowledge with the leadership and communication skills to manage clients and teams effectively. This guide covers the questions asked most frequently and the answers that demonstrate you can operate at the manager level, not just as a senior auditor.

For general interview preparation tips, read our guide to common interview questions.

Common Audit Manager Interview Questions

Behavioural Interview Questions for Audit Manager Roles

Technical Questions for Audit Manager Candidates

What Hiring Managers Look for in Audit Manager Interviews

What hiring managers really look for in Audit Manager candidates:

Risk-based thinking in planning. Ask how they would plan an audit for a specific business type. Look for candidates who identify the high-risk areas rather than describing a standard checklist approach.
Pushback management. Ask how they have handled a client who disagreed with an audit finding. The right answer involves maintaining the correct position with clear evidence, not accommodating the client to avoid conflict.
Team development commitment. Audit managers who invest in junior staff produce better quality work and retain people. Ask for a specific example of how they developed a team member during an engagement.
Fraud risk awareness. Ask about their approach to fraud risk assessment. Look for specific procedures tied to specific fraud risks rather than generic answers.
Stakeholder communication quality. Audit findings must be communicated clearly to people who are not auditors. Ask how they have delivered a difficult finding to a senior client contact.

Questions to Ask Your Interviewer

→What is the typical size and composition of audit teams in this practice, and how much time do managers spend on client-facing work versus review?
→How does the firm approach audit quality monitoring, and what role do managers play in the quality review process?
→What are the most technically challenging areas across the current client portfolio?
→How is professional development structured for audit managers, and what is the typical timeline to director level?
→How does the firm manage the transition when new accounting standards are adopted by clients for the first time?

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