The Firm. The Founder.
Why I built D Somani & Associates.
I founded this firm in 2022, the year I qualified as a Chartered Accountant. Every engagement I have run since has been in internal audit - and after four years of it, two things had become clear, and both became the reasons this firm exists.
An audit can be technically flawless and completely useless.
A report can tick every control, cite every standard, and run a hundred pages - and the promoter, the one person whose decisions actually move the business, won't get past the executive summary. The profession had quietly optimised for files that survive inspection, not findings that drive action. I wanted to build the opposite.
Cross-border compliance was being handled in pieces that didn't fit.
FEMA approvals, withholding-tax certifications, transfer pricing - each handled as a separate filing, by a separate specialist, none of them speaking to the auditor who would later sign the books. The answers contradicted one another. The compliance was clean; the position was a mess. I wanted one firm holding one coherent view.
So that is what D Somani & Associates is built to do.
Internal audit designed around what happens next.
We work backwards from impact - what the audit committee asks at its next meeting, what management changes next quarter, what the auditor finds when they return next year. If a finding doesn't change a decision, it doesn't belong in the report.
One firm, one consistent cross-border story.
International tax and FEMA sit inside this firm, run by the same people, so your position holds together across every certificate and every return - no contradictions to explain away later.
Deliberately small, by design.
I lead every engagement personally, supported by a tight in-house team. You deal with the same faces from scoping to closure. We spend disproportionate time at the start - on the risk universe, the data extracts, the calendar - so that fieldwork is execution, not discovery.
Financial due diligence, from 2026.
Added for the same reason as the firm itself: too much of the FDD I'd seen stopped at quality-of-earnings adjustments and never reached the question an acquirer actually pays to have answered - would I want this business?
If any of this resonates, write to me at info@dsomani.in. The first conversation is on me.
CA Dheeraj Somani
Four years of post-qualification practice, all of it in internal audit across listed entities and large closely held manufacturing groups. Founded D Somani & Associates in 2022, the year of qualifying. International taxation, FEMA and financial due diligence are run as parallel practices inside the same firm.
Internal Audit · Risk Advisory · Financial Due Diligence · International Taxation · FEMA
Six commitments. One firm.
We say what we found, even when the answer is awkward.
We tell the management what the audit committee will see before the audit committee sees it. There are no surprises in our reports because there are no surprises in our conversations.
Every observation has a root cause behind it.
We do not file an observation we cannot trace to a process gap, a control failure or a compliance miss. "It happened" is not a finding. "It happened because the approval matrix was last updated in 2019" is.
The audit must be worth more than its fee.
Cumulative direct recoveries identified across our engagements have crossed ₹5 crores. Financial impact flagged is ₹15 crores+. We expect every audit we run to pay for itself many times over - and we measure ourselves against that.
We deliver on the calendar we agreed to.
We do not slip dates and we do not accept moving briefs. If scope changes, we re-paper the engagement before we re-plan. Predictability is the most under-priced thing a professional firm can offer.
The Income Tax Act, 2025 didn't write itself.
Every team member spends structured time each week on technical updates - ICAI pronouncements, RBI circulars, CBDT notifications, recent CESTAT and ITAT orders. A public version of our fortnightly digest lives on The Audit Trail.
A report that is not read has not been written.
Our executive summary is one page. Our observations follow a fixed grammar. Our recommendations are written so that the COO can act on them on Monday morning without a second meeting with the auditor.
For a conversation about an engagement, write to info@dsomani.in.
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