Homework 1-Apollo Shoes

Homework 1-Apollo Shoes
1. I need you to perform preliminary analytical procedures on the financial statements.
a. Calculate common-size financial statements and dollar amount and percent changes. I suggest you simply make a copy of your spreadsheet from your pro-forma financial statements that I asked you to prepare yesterday and remove the adjustment columns. Have there been any significant changes that we need to examine closer?
b. Calculate financial ratios. Assume the market value of the common stock is $24 million in both the current and prior years. Does anything jump out at you? In particular focus on:
i. Comparison in percentage growth in receivables to percentage growth in sales
ii. Comparison in percentage growth in inventories to percentage growth in sales
iii. Comparison in percentage growth in inventories to percentage growth in accounts payable
iv. Day sales in inventory
v. Day sales in accounts receivable
vi. What do you make of a firm’s stagnant stock price?
2. Write a brief memo (GA-4) highlighting what you believe are potential problem areas

An Audit Case to Accompany


Prepared by

Timothy J. Louwers

James Madison University

J. Kenneth Reynolds

Louisiana State University


We would like to gratefully acknowledge the following individuals for their assistance in preparing and completing this case. Sincere appreciation is due to Reagan McDougall, Meghan Peters, Denise Patterson, Bob Ramsay, and several classes of Louisiana State University students. Their suggestions greatly enhanced several portions of the case. However, we remain responsible for all errors of commission and omission.


Apollo Shoes, Inc. is an audit case designed to introduce you to the entire audit process, from planning the engagement to drafting the final report. You are asked to assume the role of a veteran of two-to-three “busy” seasons, “in-charging” for the first time.

While Apollo Shoes’ growth has been phenomenal (there has been a dramatic growth in unaudited net income over the past year), there are some concerns: the client doesn’t want your firm (Anderson, Olds, and Watershed (AOW)) to talk with the predecessor auditor, a labor strike is looming, and one of Apollo Shoes’ largest customers is suffering some financial difficulties.

Because of busy season, there is little help, other than from an untrained intern. While the intern can do “grunt work,” such as vouching and gathering information for you, he appears incapable of preparing workpapers, making adjusting entries, or even getting good coffee and doughnuts. Assistance does come in the form of an objective, competent internal audit staff. Communication between client personnel and other firm members takes the form of e-mail messages from the engagement partner (Arnold Anderson), the engagement manager (Darlene Wardlaw), the intern (Bradley Crumpler), and the director of Apollo’s internal audit department (Karina Ramirez). Required assignments and memos are in bold print. Page indexing suggestions are given, but feel free to adjust page numbering as you see fit.

The AOW intranet website ( http:// www.mhhe.com/louwers3e / ) has many useful resources such as a repository of electronic documents (so that you won’t need to input data or retype documents) and an archive of e-mail messages and their attachments, all filed by account group.

While we tried to make the case as realistic as possible, limitations remain. Since you are unable to follow up directly with client personnel, you may need to rely on some evidence with which you may be uncomfortable. In an actual audit, you would be able to inquire, observe, and otherwise follow-up on any questions that you have until you feel comfortable relying on the evidence. To make sure that the case can be completed in a reasonable amount of time, we cut some corners with respect to audit sampling. Understand that audit sampling plays a large role in actual audit practice.

The information is sequential in nature. In other words, pay close attention to information disclosed early in the audit (for example, in the Board of Director’s minutes) as it may play a role in subsequent audit work. Similarly, the bank cutoff statement in the cash workpapers and invoices used for valuing inventory may be useful later in the search for unrecorded liabilities. Similarly, the bank confirmation contains information about long-term liabilities.

Lastly, while it is difficult for us to believe that not everyone enjoys auditing as much as we do, we have tried to make the case both interesting and enjoyable (in a perverse sort of way). You can think of the project as a puzzle, in which you have to fill in all the pieces. Alternatively, you could look at the project as a murder mystery that needs a solution. In either case, have fun!

Tim Louwers J. Kenneth Reynolds

Harrisonburg, VA Baton Rouge, LA

Table of Contents

Introduction 1

Table of Contents 2

Planning 3

Internal Control Evaluation 49

Substantive Testing: Cash 62

Substantive Testing: Accounts Receivable 72

Substantive Testing: Inventory 83

Substantive Testing: Prepaids and Other Assets 107

Substantive Testing: Fixed Assets 113

Substantive Testing: Liabilities 117

Substantive Testing: Payroll 123

Audit Wrap-up 130


Date: Thu, 25 OCT 2007 00:42:35 +0000 From: “Darlene Wardlaw” < DW@aow.cpa > Subject: Upcoming Apollo Shoes Engagement Attachment: <<AudComMins—101807.doc>>

Well, first let me congratulate you on your recent promotion. Although we have not worked on an engagement together before, I have heard many good things about you. I look forward to working with you on the new Apollo Shoes engagement.

I understand that this is your first engagement to in-charge. Arnold Anderson (aka “Uncle Arnie”) will be the engagement partner; he is pretty sharp so you’ll have to stay on your toes. As engagement manager, I’ll try to help out as much as I can. Understand, however, that I am managing four other busy season engagements, so my interaction time with you will be limited. For now, I want you familiarize yourself with Apollo Shoes and help me out by doing the following:

1. SEC Filing : I have asked Larry Lancaster, President and chairman of the Apollo Shoes board of directors, to send you a copy of last year’s (2006) 10-K filing with the SEC. Review the information when you receive it, as it is one of the most important sources of information about a company.

2. Audit Committee Meeting : I have attached the minutes of an audit committee meeting that occurred last week. Please review the minutes of the meeting and draft an appropriate engagement letter (label it GA-1 , for General and Administrative, page 1) addressed to Mr. Lancaster. (Since this is our first year on the engagement, you might want to check one of your old auditing textbooks for an example.) I’ll review the letter before getting Arnold to sign it.

3. Audit Team: Based upon the information that you glean from 1 and 2 above, do you see any need for special business knowledge in regard to the basic type of business and products Apollo manages? Do you see any need for special audit or accounting expertise for any of the work that we have agreed to perform? In other words, since you’ll be in the trenches, what kind of expertise do you want on your audit team? Just write a brief audit staffing memo (GA-2) telling me what expertise you need to complete the audit and I’ll see if I can get them assigned to the audit team.

4. Scheduling: We are going to have to work around your other engagements, but we have you tentatively scheduled for one week in October (next week) for bringing you up to speed on Apollo and its industry, and five straight weeks beginning the last week in December for engagement planning, internal control evaluation, and substantive testing.

Finally, since most of our interaction will be by e-mail, please forgive me if I give you too much detail. Since we haven’t worked together before, I’d rather give you too much than too little until we get used to working together.


Minutes of the Audit Committee, Apollo Shoes

October 18, 2007

Present at Meeting: Arnold Anderson, CPA (partner in charge of the audit); Darlene Wardlaw, CPA (engagement manager); Eric Unum (Apollo ’s vice president of finance); Mary Costain (Apollo ’s treasurer); Samuel Carboy (Apollo ’s controller); and Karina Ramirez (Apollo ’s director of internal audit). The three members of the audit committee of the board and the corporate secretary also were present, but they did not enter into the conversation.

Mr. Unum (VP finance): Well, I want to welcome the auditing firm of Anderson, Olds, and Watershed, CPAs to what we call the “Apollo Shoes Experience.” After our old auditors, Smith & Smith, CPAs, unexpectedly withdrew from the engagement, we were very happy to have a firm of your quality to come aboard.

Mr. Anderson (partner on the audit): Well, we are always looking for high quality clients. By the way, why did your previous auditors resign?

Mr. Unum (VP finance): I’d rather not talk about it. Arnold, will Darlene be in charge?

Mr. Anderson (partner on the audit): Yes, and she will be assisted by several of our best staff, including a tax specialist and an information systems auditor. We need to keep up to date on your computer systems. Back to your previous auditors, with your permission, we would like to contact them.

Mr. Unum (VP finance): Well, we’d rather you didn’t. There may be some litigation since they withdrew from the engagement with so little notice. Is it necessary for you to speak with them to accept the engagement?

Mr. Anderson (partner on the audit): No, not really, but it does raise some concerns for our firm.

Ms. Costain (treasurer): In the past, we have never had any unpleasant discoveries of embezzlement or theft, but we always want to be vigilant. Will you plan enough in-depth auditing to give us assurances about errors and frauds in the accounts?

Ms. Wardlaw (manager on the audit): We will follow audit standards and base our audit work on samples of transactions. We plan the work to look for major errors and frauds in the accounts, but cleverly hidden schemes might not be discovered. According to the Sarbanes-Oxley Act of 2002, we will need to test the effectiveness of Apollo’s internal controls, as well as provide you the usual separate management letter on related findings.

Ms. Ramirez (internal auditor):  Darlene, I agree, it’s hard to uncover clever schemes. While I am new to Apollo, none of the projects that I have undertaken this year shows anything amiss, other than normal human error types or mistakes.

Ms. Costain (treasurer): This year, we want to add some work to the audit. I am short on staff time and need to have you prepare the state franchise tax return as well as the federal tax returns.

Ms. Wardlaw (manager on the audit): Our tax staffperson can do the state and federal returns, and I will have them reviewed by Maria Olds, our tax partner. In order to perform the tax work, Sarbanes-Oxley requires that we get prior approval from the audit committee to perform both the tax work as well as the audit.

Mr. Anderson (partner on the audit): I assume you also want us to review the 10-K filing material?

Mr. Unum (VP finance): Yes. Will you need any staff help from us?

Ms. Ramirez (internal auditor): Last year, Apollo was able to save on audit fees when my staff prepared a stack of schedules and analyses that our previous auditors needed.

Mr. Wardlaw (manager on the audit): Yes, Karina, I will give you a list of schedules for various accounts. I will appreciate your having them ready when we start fieldwork in mid January.

Mr. Carboy (controller): Speaking of being ready, we will be able to give you a trial balance the day after December 31.

Mr. Unum (VP finance): How much is this going to cost us?

Mr. Anderson (partner on the audit): It is difficult to give you a fixed fee deal, but my estimate, considering the additional work, is $750,000. Darlene will let you know immediately if problems arise to cause the work to be more extensive.

Mr. Unum (VP finance): Thank you. This has been a productive meeting of the minds. We look forward to your getting started next month.

Meeting ended 5:30 p.m. /s/ Jeff Chesnut, Secretary


Date: Fri, 26 OCT 2007 4:43:17 +0000 From: “Larry Lancaster” < LLancaster@ApolloShoes.com > Subject: Attached 10-K Filing

Attachments: <<Shareholder Letter.doc>>, <<10K.doc>>, <<ApolloShoesOrgChart.xls>>

I am sorry that you were unable to attend the audit meeting last week, but Darlene Wardlaw said that you were busy with another client. She asked that I forward a copy of our 10-K directly to you. I’ve attached one that we sent out to all shareholders with the Letter to Shareholders attached.

I’ve attached a copy of Apollo’s organizational table. Please let me know what my staff or I can do to help the audit go smoothly for you. I will have Karina Ramirez, our Director of Internal Audit, contact you to provide you with any other information that you need.


P.S. Do you play golf?

This Apollo message (including any attachments) contains confidential information intended for a specific individual and purpose, and is protected by law.  If you are not the intended recipient, you should delete this message and are hereby notified that any disclosure, copying, or distribution of this message, or the taking of any action based on it, is strictly prohibited.

Letter to Fellow Shareholders

Dear Fellow Shareholders,

You may have noticed our competitor’s focus on earth-bound activities and athletes. Our focus is in exactly the opposite direction. In actuality, the technological superiority of our products is at the point where our sales are limited only by the technological inferiority of other scientific fields (specifically, current transportation means). As space exploration continues, we intend to be among the first to market our products in new worlds. It is there that our technological advances in light and sound can combine with our rugged footwear to propel all galactic sports participants to their fullest potential.

Back here on earth, the past year has been one of the most dynamic and exciting years since I began my tenure at Apollo Shoes. From the beginning, Apollo Shoes, Inc. has adapted itself to meet the needs of all its galactic customers and to take advantage of all opportunities supplied by exploration of new frontiers. After a record year when most companies may have wanted to relax and play it safe, we have decided to use this excitement to reach out further in our continuing mission: to make a difference in this galaxy.

Our product lines, led by the flagship products SPOTLIGHT (for athletes who like to compete at night) and SIREN (designed specifically for police officers working the graveyard shifts in our nation’s most dangerous cities) have met widespread acceptance. We have signed with some of this world’s premier athletes as spokespersons for our products, including a recent winner of the grueling Alaska Iditarod who used his SPOTLIGHTs to guide his dogs to a late night finish line. We are currently negotiating with a soccer league to exclusively use our SIRENs ; the shoe’s flashing lights are designed to go off after every team goal!

Our strategic management plans have allowed us to maintain a positive trend in income over the past several years, and this was no easy task, given the state of the galactic economy. Our net income for the year has been the best since we began operations four years ago. Next year appears even better!

The strength of our results for the past year should not be confused with the truth of the times. This was a uniformly difficult year for all businesses. Due to the conflicts in foreign countries, and uncertainty with the Federal Reserve’s adjustments of interest rates, consumer confidence has been negatively affected; therefore, fewer earth consumers are buying our state-of-the-art athletic equipment. All of our operating divisions were severely tested. I am proud of their responses. Although sales were not as strong as we had anticipated, our marketing plans will allow us to bounce back next year.

With the advent of significant new breakthrough technology by Apollo Shoes, Inc.’s research and development team, Apollo Shoes, Inc. now has the possibility to take a leadership role in the galactic athletic footwear market. Apollo Shoes, Inc. has always been known for its leadership position in electronic shoe technology, but we are now committed to expanding our marketing focus. With new applied technologies, Apollo Shoes, Inc. can maintain its tradition of high tech electronic performance and style. We continue to work on and improve the SPEAKERSHOE , an athletic shoe with an amplified loudspeaker, originally designed for the international recording group “Mythic Meathook.” We are hard at work on new ideas, such as the PHONESHOE , the sneaker with a cellular phone for those executives who like to simultaneously combine exercise with work. We anticipate that the PHONESHOE will capture a significant piece of this quickly expanding market.

At Apollo Shoes, Inc., we like to briefly acknowledge achievement and then proceed to new challenges. This year was great only because it provided us with resources to expand operations and further technological progress. As we continue into this century of “more, faster, better,” it is critical to continue this tradition because production, speed, and quality are critical elements for future success. We look forward to the challenge.

Larry Lancaster

Chairman, President and CEO

<<Shareholder Letter.Doc>>












MAINE X8-061325






——————- —————————————–



Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months, and (2) has been subject to such filing requirements for the past 90 days. Yes [X] No [ ]

Indicate by check mark if disclosure of delinquent filers pursuant to Item 405 of Regulation S-K is not contained herein, and will not be contained, to the best of registrant’s knowledge, in definitive proxy or information statements incorporated by reference in Part III of this Form 10-K or any amendment to this

Form 10-K. [X]

As of March 8, 2007, the aggregate market value of the registrant’s voting stock held by non-affiliates of the registrant was approximately $24,315,000.

As of March 8, 2007, 8,105,000 shares of the registrant’s Common Stock were issued and outstanding.


Definitive Proxy Statement dated December 12, 2006 for the Annual Meeting of Shareholders to be held on Tuesday, February 27, 2007 at the End of the Universe Restaurant in downtown Shoetown.




Item 1. Business i

Item 2. Properties ii

Item 3. Legal Proceedings iii

Item 4. Submission of Matters to a Vote of Security Holders. iii

Item 5. Market for Registrant’s Common Equity and Related Stockholder Matters. iii

Item 6. Selected Financial Data iv

Item 7. Management’s Discussion and Analysis of Financial

Condition and Results of Operations v

Item 8. Financial Statements and Supplementary Data vi

Item 9. Changes in and Disagreements with Accountants xix

Item 10. Directors and Executive Officers of the Registrant xix

Item 11. Executive Compensation xix

Item 12. Security Ownership of Certain Beneficial Owners and Management. xix

Item 13. Certain Relationships and Related Transactions. xix

Item 14. Exhibits, Financial Statement Schedules and Reports on Form 8-K xx

This Annual Report on Form 10-K contains forward-looking statements within the meaning of the Private Securities Litigation Reform Act of 1995, including statements with regard to the Company’s revenues, earnings, spending, margins, cash flow, orders, inventory, products, actions, plans, strategies and objectives. Forward-looking statements include, without limitation, any statement that may predict, forecast, indicate or imply future results, performance or achievements, and may contain the words “believe,” “anticipate,” “expect,” “estimate,” “intend,” “plan,” “project,” “will be,” “will continue,” “will result,” “could,” “may,” “might,” or any variations of such words or other words with similar meanings. Any such statements are subject to risks and uncertainties that could cause the Company’s actual results to differ materially from those discussed in such forward-looking statements. Prospective information is based on management’s then current expectations or forecasts. Such information is subject to the risk that such expectations or forecasts, or the assumptions underlying such expectations or forecasts, become inaccurate. For a description of such risks, see the section below entitled “ISSUES AND UNCERTAINTIES.”


Apollo Shoes, Inc. is a planetary distributor specializing in technologically superior athletic podiatric products. The Company’s brands– SIREN SPOTLIGHT , and SPEAKERSHOE  are used extensively in many athletic competitions, such as the Switzerland Watersports Games in Zurich. The Company is excited about this annual event that exhibits to the entire world the skills and spirit of outstanding Swiss aquatic athletes.

The Company’s products are shipped to large and small retail outlets in a six-state area. The company stocks a wide range of shoe products and has a large base of retail store customers. Apollo operates from a large office, operations, and warehouse facility in the Shoetown, Maine area.

Apollo Shoes, incorporated in the state of Delaware, is a public corporation. Its stock is traded in the over-the-counter market. No one presently owns more than 4 percent of the outstanding common stock. The company is subject to the reporting requirements of the Securities and Exchange Act of 1934.

Organization and Personnel

Apollo Shoes is a medium-sized corporation. It has over 100 employees organized in five departments headed by vice presidents.


The marketing department handles advertising and direct contact with customers. The marketing department vice president supervises the sales staff, the advertising staff, and the customer relations staff.



The finance department has two subordinate offices—the treasurer and the controller. The treasurer supervises the cashiers and the cash management professionals. The controller’s office has the following departments and personnel: billing department, accounts receivable/cash receipts department, accounts payable/cash disbursements department, inventory records department, payroll department, general ledger department, and financial statement department.

Information Systems

An information systems department was created this past year. At present, the staff consists of a Director of IS (information systems), a systems development project manager and two programmer/analysts, an operations manager (who also serves as the librarian and control clerk), and two machine operators.

When the information systems department became active, the director was promoted to vice president. Apollo obtained a wireless local area network (LAN) multiserver soon after and began testing the hardware and software. Since the new computer system was designed and customized to Apollo’s needs, every effort was made to keep as many as possible of the procedures and business documents used in the manual system. This made the transition to the computer system easy on the employees, thus reducing training and employee objections to the computer.


The operations department contains production planning specialists and some production control professionals, who assist the marketing department in technical matters and assist customers with product specifications. Operations supervisors supervise hourly workers who move products from receiving, inventory, and shipping to serve customer demand. The department also supervises the timekeepers, who maintain the workers’ time clocks and collect payroll time cards. The operations department contains the critical functions of purchasing, receiving, and shipping. Inventory storekeeping responsibility is also in this department, with some inventory managers. For reasons lost to history, the department also has the mailroom and the personnel department.


Until February of 2004, the Company leased most of the properties that were used in its business. Its corporate headquarters relocated at that time to office facilities in Shoetown, Maine. At its corporate headquarters, the Company occupies approximately 10,000 square feet of space. A lease on an operations facility expires on June 30, 2007. This warehouse and distribution center is located approximately one mile from the Company headquarters and contains approximately 450,000 total square feet of usable space.



On September 15, 2006, the Company agreed to settlement of a suit brought against the Company by a competitor for patent infringement for the Company’s use of the Siren. While the Company denies any wrongdoing, the Company felt that the settlement would be preferable to a long litigation process. The final settlement totaled $11,695,000 ($19,172,000, net of a tax benefit of $7,477,000).


No matter was submitted during 2006 to a vote of security holders, through the solicitation of proxies or otherwise.


The Company’s common stock is quoted on the Security Traders, Underwriters, and Dealers System (STUDS) under the symbol APLS. The following table, derived from data supplied by STUDS, sets forth the quarterly high and low sale prices during 2006 and 2005.

PRIVATE   2006       2005  
  High   Low   High   Low
First 14 5/8   3 3/8   4   3 1/2
Second 11   2 5/8   4 5/8   4 1/4
Third 8 1/4   3 1/4   8 1/8   4
Fourth 5 5/8   3 1/8   11 1/2   5

The stock price at closing on December 31, 2006, was $3 1/4 per share.

As of December 31, 2006, there were approximately 15,342 holders of record of the Company’s Common Stock including those shares held in “street name”. The Company believes that it has in excess of 16,000 shareholders.

The Company has never paid cash dividends on its Common Stock and the Board of Directors intends to retain all of its earnings to finance the development and expansion of its business. However, there can be no assurance that the Company can successfully expand its operations, or that such expansion will prove profitable. Future dividend policy will depend upon the Company’s earnings, capital requirements, financial condition, and other factors considered relevant by the Company’s Board of Directors.




in thousands (except per share data)

Income Statement Data

PRIVATE Year Ended December 31
  2006 2005 2004 2003  

Net Sales $240,575 $236,299 $182,209 $138,920  
Income Before Taxes $26,337 $54,680 $2,226 $1,757  
Income Taxes $10,271 $21,634 $636 $502  
Net Income $4,371 $1,745 $1,590 $1,255  
Earnings Per Share $0.54 $0.22 $0.55 $0.44  

Balance Sheet Data

PRIVATE As of December 31,
  2006 2005 2004 2003  

Working Capital $20,482 $16,866 ($1,951) ($2,356)  
Total Assets $36,794 $21,304 $6,754 $6,062  
Long‑Term Debt $0 $0 $0 $0  
Shareholders’ Equity $22,119 $17,748 $5,470 $3,880  



2006 Financial Results

Net sales for the year ended December 31, 2006 increased 2% to $240,575,000, when compared to the same period in 2005. The sales growth was primarily due to new products introduced during the 2006 fiscal year. The average selling price per product in the year ended December 31, 2006 increased approximately 2% from the year ended December 31, 2005.

Gross profit for the year ended December 31, 2006 was 41% of sales compared with 49% for the year ended December 31, 2005. The decrease was primarily due to higher prices charged by our suppliers for raw materials.

Selling, general and administrative expense for the year ended December 31, 2006 was 30% of net sales as compared to 26% for the year ended December 31, 2005. The increase of 16% to $71,998,000 was primarily the result of increases in staffing and increased professional expenses. The increased professional fees were primarily related to the settlement of litigation brought against us by a competitor. Rather than face a costly, lengthy litigation process, the Company decided to settle out of court. The Company vehemently denies any wrongdoing in the matter.

Total research and development expenses for the year ended December 31, 2006 were 5% of net sales and increased by 10% when compared to the year ended December 31, 2005. The increase was primarily due to the addition of engineering personnel. Research and development activities were focused on continued development of PHONESHOE and SPEAKERSHOE technology.

Liquidity and Capital Resources

The Company’s principal source of operating funds has been from proceeds from short-term borrowing against a $50 million line of credit. While the credit facility must be renewed each year, the Company foresees no problems with renewal for the foreseeable future.

The Company intends to use its capital resources to expand its operations facilities and to increase research and development in order to maintain its competitive advantage in podiatric technology. There are no other significant capital requirements identified at this time.

Management believes that the effect of inflation on the business of the Company for the past three years has been minimal.

The Company believes that its current working capital of $20,482 million and anticipated working capital to be generated by future operations will be sufficient to support the Company’s working capital requirements for the foreseeable future.





in thousands (except per share data)

For year ended, December 31, 2006 2005
Net Sales (Note 2) $240,575 $236,299
Cost of Sales $141,569 $120,880
Gross Profit $99,006 $115,419
Selling, General and Administrative Expenses $71,998 $61,949
Interest Expense (Note 7) $875 0
Other Expense (Income) ($204) ($1,210)
Earnings from Continuing Operations Before Taxes $26,337 $54,680
Income Tax Expense (Note 10) $10,271 $21,634
Earnings from Continuing Operations $16,066 $33,046
Discontinued Operations, Net of tax benefit   ($31,301)
Extraordinary Item, Net of tax benefit (Note 11) ($11,695)  
Net Income $4,371 $1,745
Earnings Per Common Share    
From Continuing Operations $1.98 $4.08
Other ($1.44) ($3.86)
Net Income $0.54 $0.22
Weighted shares of common stock outstanding 8,105 8,105

The accompanying notes are an integral part of the consolidated financial statements.




in thousands

As of December 31 2006 2005
Cash $3,245 $3,509
Accounts Receivable (Net of Allowances of $1,263 and 210, respectively) (Note 3) 15,148 2,738
Inventory (Note 4) 15,813 13,823
Prepaid Expenses 951 352
Current Assets $35,157 $20,422
Property, Plant, and Equipment (Note 5) 1,174 300
Less Accumulated Depreciation (164) (31)
  $1,010 $269
Investments (Note 6) 613 613
Other Assets 14 0
Total Assets $36,794 $21,304
Liabilities and Shareholder’s Equity    
Accounts Payable and Accrued Expenses $4,675 $3,556
Short-Term Liabilities (Note 7) 10,000 0
Current Liabilities $14,675 3,556
Long-Term Debt (Note 7) 0 0
Total Liabilities $14,675 3,556
Common Stock 8,105 8,105
Additional Paid-in Capital 7,743 7,743
Retained Earnings 6,271 1,900
Total Shareholders’ Equity $22,119 $17,748
Total Liabilities and Shareholders’ Equity $36,794 $21,304

The accompanying notes are an integral part of the consolidated financial statements.




in thousands

PRIVATE Shares Par Value

($1 per share)

Additional Paid-in Capital Retained


Other Total
Balance, December 31, 2004 2,873 $2,873 $2,442 $155 $0 $5,470
Net Income       $1,745   $1,745
Exercise of Stock Options 232 $232 $301     $533
Other 5,000 $5,000 $5,000     $10,000
Balance, December 31, 2005 8,105 $8,105 $7,743 $1,900 $0 $17,748
Net Income       $4,371   $4,371
Exercise of Stock Options 0 $0       $0
Other           $0
Balance, December 31, 2006 8,105 $8,105 $7,743 $6,271 $0 $22,119

The accompanying notes are an integral part of the consolidated financial statements.




in thousands

For the year ended December 31, 2006 2005
Cash Flows from Operating Activities    
Net Income $4,371 $1,745
Adjustments to Reconcile Net Income to Net Cash Provided    
Depreciation and Amortization $133 $26
Changes in Operating Assets and Liabilities    
Decrease (Increase) in Current Assets    
Accounts Receivable ($12,410) ($2,073)
Inventory ($1,990) ($11,861)
Prepaid Expenses ($599) ($123)
Increase (Decrease) in Current Liabilities    
Accounts Payable and Accrued Expenses $1,119 $5,504
Total Adjustments ($13,747) ($8,527)
Net Cash Provided by Operating Activities ($9,376) ($6,782)
Cash Flows from Investing Activities    
Capital Expenditures ($874) ($255)
Purchase of Other Assets ($14)  
Net Cash Provided by Investing Activities ($888) ($255)
Cash Flows from Financing Activities    
Proceeds from the Issuance of Debt $10,000  
Proceeds from the Issuance of Common Stock   $10,533
Net Cash Provided by Financing Activities $10,000 $10,533
Net Increase (Decrease) in Cash ($264) $3,496
Cash at Beginning of Year $3,509 $13
Cash at End of Year $3,245 $3,509

The accompanying notes are an integral part of the consolidated financial statements.




1. Summary of Significant Accounting Policies

Business activity The Company develops and markets technologically superior podiatric athletic products under various trademarks, including SIRENSPOTLIGHT, and SPEAKERSHOE.

Marketable Securities Investments are valued using the market value method for investments of less than 20%, and by the equity method for investments greater than 20% but less than 50%.

Cash equivalents Cash equivalents are defined as highly liquid investments with original maturities of three months or less at date of purchase.

Inventory valuation Inventories are stated at the lower of First-in, First-out (FIFO) or market.

Property and equipment and depreciation Property and equip​ment are stated at cost. The Company uses the straight-line method of depreciation for all additions to property, plant and equipment.

Intangibles Intangibles are amortized on the straight-line method over periods benefited.

Net Sales Sales for 2006 and 2005 are presented net of sales returns and allowances of $4.5 million, and $0.9 million, respectively, and net of warranty expenses of $1.1 million, and $0.9 million, respectively.

Income taxes Deferred income taxes are provided for the tax effects of timing differences in reporting the results of operations for financial statements and income tax purposes, and relate principally to valuation reserves for accounts receivable and inventory, accelerated depreciation and unearned compensation.

Net income per common share Net income per common share is computed based on the weighted average number of common and common equivalent shares outstanding for the period.

Reclassification Certain amounts have been reclassified to con​form to the 2006 presentation.

2. Significant Customers

Approximately 15%, and 11% of sales are to one customer for years ended December 31, 2006 and 2005, respectively.


3. Accounts Receivable

Accounts Receivable consists of the following at December 31:

PRIVATE in thousands 2006
Trade Receivables $16,411
Employee and Officer Receivables 0
Less Allowance for Doubtful Accounts (1,263)
Net Accounts Receivable $ 15,148

Amount charged to bad debt expense for the year ended December 31, 2006 was 1,622,000. Writeoffs for the year were approximately the same.

4. Inventories

Inventories consist of the following at December 31:

PRIVATE in thousands 2006
Siren $3,098
Speaker 9,571
Spotlight 6,156
Less Reserve for Inventory Obsolescence (3,012)
Ending Inventory $15,813

5. Property and equipment

Property is stated at cost net of accumulated depreciation. Property and Equipment at December 31 was as follows:

PRIVATE in thousands 2006
Land $117
Buildings and Land Improvements 624
Machinery, Equipment and Office Furniture 433
Total Land, plant and equipment 1,174
Less Accumulated depreciation (164)
Net Land, Plant and Equipment $1,010


6. Investments

In order to receive a higher rate of return on its excess liquid assets, the Company invested approximately $0.6 million in stock for a 25% share in the SHOCK-PROOF SOCKS Company in 2004. This investment is valued in the financial statements using the Equity method. SHOCK-PROOF SOCKS did not recognize any income and did not pay any dividends in 2005 and 2006. In addition, the Company incurred approximately $14,000 in legal fees to register the patent for the PHONESHOE. The asset will be amortized over its useful life of 17 years.

7. Debt

At December 31, 2006, the Company had $10,000,000 outstanding in short-term borrowings under a $50 million secured revolving credit line with a local financial institution. The line of credit is secured by the Company’s inventory. The interest rate charged on this agreement is the Prime Rate plus 3%. This credit line is evaluated annually on June 30 by the lending institution.

Annual maturities of debt obligations are as follows:

2007 $10,000,000

2008 0

Total Debt $10,000,000

8. Commitments

Annual obligations under non‑cancelable operating leases are as follows:

2007 $1,200,000

Thereafter 0

Rent expense charged to operations for the years ended December 31, 2006 and 2005 was $2.6 million and $3.7 million, respectively.


10. Income taxes

The provision (benefit) for income taxes consists of the following for the years ended December 31:

2006 2005


Federal $ 2,025 $ 873

State 365 154

$ 2,390 $ 1,027


Federal $ 340 $ (42)

State 64 (7)

$ 404 $ (49)

$ 2,794 $ 978

Deferred income taxes are provided for the tax effects of timing differences in reporting the results of operations for financial statements and income tax purposes, and relate principally to valuation reserves for accounts receivable and inventory, accelerated depreciation and unearned compensation. A reconciliation of the statutory federal income tax provision to the actual provision follows for the years ended December 31:

2006 2005

Federal Statutory Rate 34.0% 34.0%

State taxes, less federal benefit 6.0% 6.0%

Research and experimentation credit (2.0%) (1.4%)

Other 1.0% 1.0%

Effective Tax Rate 39.0% 39.6%

11. Litigation

On September 15, 2006, the Company agreed to settlement of a suit brought against the Company by a competitor for patent infringement for the Company’s use of the Siren. While the Company denies any wrongdoing, the Company felt that the settlement would be preferable to a long litigation process. The final settlement totaled $11,695,000 ($19,172,000, net of a tax benefit of $7,477,000).

12. Related-party transactions

On February 1, 2006, the Company purchased its operating facility and equipment from a company controlled by two previous directors and shareholders of the Company for $623,905.92. Currently, the Company leases a second facility and equipment from the same company for approximately $200,000 per month. The Company’s lease ends in June 2007 at which time all operations will be moved to the central headquarters building.


13. Employee benefit plans

The Company sponsors a defined-contribution retirement plan covering substantially all of its earth employees. Contributions are deter​mined at the discretion of the Board of Directors. Aggregate contribu​tions made by the Company to the plans and charged to operations in 2006, 2005 and 2004 were $3 million, $3 million and $3 million, respectively.

14. Concentrations of credit risk

Financial instruments which potentially subject the Company to credit risk consist principally of trade receivables and interest-bearing investments. The Company sells a significant amount of its product to one retail distributor with sales operations located throughout North America, Europe and Asia Pacific. The Company is currently negotiating to increase its sales to that company, as well as enter into long-term relationships with two other large retail distributors. The Company performs on‑going credit evaluations of all of its customers and generally does not require collateral. The Company maintains adequate reserves for potential losses and such losses, which have been minimal, have been included in management’s estimates.

The Company places substantially all its interest-bearing investments with several major financial institutions. Corporate policy limits the amount of credit exposure to any one financial institution.



We, Larry Lancaster and Joe Bootwell, certify that:

1. We have reviewed this annual report on Form 10-K of Apollo Shoes, Inc.;

2. Based on our knowledge, this report does not contain any untrue statement of a material fact or omit to state a material fact necessary to make the statements made, in light of the circumstances under which such statements were made, not misleading with respect to the period covered by this report;

3. Based on our knowledge, the financial statements, and other financial information included in this report, fairly present in all material respects the financial condition, results of operations and cash flows of the registrant as of, and for, the periods presented in this report;

4. We are responsible for establishing and maintaining disclosure controls and procedures (as defined in Exchange Act Rules 13a-15(e) and 15d-15(e)) for the registrant and have:

a) Designed such disclosure controls and procedures, or caused such disclosure controls and procedures to be designed under our supervision, to ensure that material information relating to the registrant, including its consolidated subsidiaries, is made known to us by others within those entities, particularly during the period in which this report is being prepared;

b) Evaluated the effectiveness of the registrant’s disclosure controls and procedures and presented in this report our conclusions about the effectiveness of the disclosure controls and procedures, as of the end of the period covered by this report based on such evaluation; and

c) Disclosed in this report any change in the registrant’s internal control over financial reporting that occurred during the registrant’s most recent fiscal quarter (the registrant’s fourth fiscal quarter in the case of an annual report) that has materially affected, or is reasonably likely to materially affect, the registrant’s internal control over financial reporting; and

5. We have disclosed, based on our most recent evaluation of internal control over financial reporting, to the registrant’s auditors and the audit committee of registrant’s board of directors (or persons performing the equivalent functions):

a) All significant deficiencies and material weaknesses in the design or operation of internal control over financial reporting which are reasonably likely to adversely affect the registrant’s ability to record, process, summarize and report financial information; and

b) Any fraud, whether or not material, that involves management or other employees who have a significant role in the registrant’s internal control over financial reporting.


Date: February 4, 2007

Larry Lancaster


Joe Bootwell
Larry Lancaster Joe Bootwell
Chairman of the Board of Directors,

President and CEO

Executive Senior Vice-President and CFO



To the Board of Directors and Shareholders of APOLLO SHOES, INC.

We have audited the accompanying balance sheets of APOLLO SHOES, INC. as of December 31, 2006 and 2005 and the related statements of income, comprehensive income, shareholders’ equity, and cash flows for the two years in the period ended December 31, 2006. We have also audited management’s assessment, included in the accompanying Management’s Report on Internal Control Over Financial Reporting, that APOLLO SHOES, INC. maintained effective internal control over financial reporting as of December 31, 2006, based on criteria established in Internal Control ​– Integrated Framework issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO criteria). APOLLO SHOES’ management is responsible for these financial statements, for maintaining effective internal control over financial reporting, and for its assessment of internal control over financial reporting. Our responsibility is to express an opinion on these financial statements, an opinion on management’s assessment, and an opinion on the effectiveness of the company’s internal control over financial reporting based on our audits.

We conducted our audits in accordance with the standards of the Public Company Accounting Oversight Board (United States). Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement and whether effective internal control over financial reporting was maintained in all material respects. Our audit of the financial statements including examining, on a test basis, evidence supporting the amounts and disclosures in the financial statements, assessing the accounting principles used and significant estimates made by management, and evaluating the overall financial statement presentation. Our audit of internal control over financial reporting included obtaining an understanding of internal control over financial reporting, evaluating management’s assessment, testing and evaluating the design and operating effectiveness of internal control, and performing such other procedures as we considered necessary in the circumstances. We believe that our audits provide a reasonable basis for our opinions.

A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.

Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.

In our opinion, the financial statements referred to above present fairly, in all material respects, the financial position of APOLLO SHOES, INC. as of December 31, 2006 and 2005 and the results of its operations and cash flows for each of the three years in the period ended December 31, 2006 in conformity with U.S. generally accepted accounting principles. Also in our opinion, management’s assessment that APOLLO SHOES, INC. maintained effective internal control over financial reporting as of December 31, 2006, is fairly stated, in all material respects, based on the COSO criteria. Furthermore, in our opinion, APOLLO SHOES, INC. maintained, in all material respects, effective internal control over financial reporting as of December 31, 2006, based on the COSO criteria.

Smith & Smith, CPA’s

Shoetown, Maine

January 29, 2007 xvi



Smith & Smith, CPA’s

31rst Financial Avenue

Shoetown, ME 00002

Transfer Agent and Registrar

The Twenty-First National Bank of Maine is the Transfer Agent and Registrar for the Company’s common stock and maintains shareholder accounting records. The Transfer Agent should be contacted on ques​tions of changes in address, name or ownership; lost certificates and consolidation of accounts.

The Twenty-First National Bank of Maine

Shareholder Correspondence

Post Office Box 1

Shoetown, ME 00002

Form 10‑K

For a copy of the Form 10‑K Annual Report, filed with the Securities and Exchange Commission write to:

Office of Investor Relations

Apollo Shoes Inc.

100 Shoe Plaza

Shoetown, ME 00001

Annual Meeting

The Annual Meeting of Shareholders was held at 10:00 a.m., local time, on Tuesday, February 28, 2006 at the End of the Universe Restaurant in downtown Shoetown. Shareholders of record on February 14, 2006 were entitled to vote at the meeting.

The PHONESHOE, SIREN, SPEAKERSHOE, and the SPOTLIGHT Designs are registered trademarks of Apollo Shoes, Inc.



Larry Lancaster

Chairman, President and CEO


Eric. P. Unum

Vice-President – Finance

*Fritz Brenner


The Widget Corporation

*Ivan Gorr


Far More Drugs, Inc.

*Harry Baker

Executive Vice President and Treasurer

Iguana Growers of America Inc.

*Theodore Horstmann

Minister of Commerce


*Josephine Mandeville, PH.D., CPA

Professor of Accountancy and Typing

Graduate School of Business and Clerical Skills

* External Directors


Larry Lancaster

Chairman, President and CEO

Joe Bootwell

Executive Senior Vice President and CFO

Fred Durkin

Vice-President – Marketing

Daisy Gardner

Vice-President – Operations

Eric. P. Unum

Vice-President – Finance

Sue D. Fultz

Vice-President – Legal Affairs

Mary Costain


Jeff Chesnut




Smith and Smith, CPAs, withdrew as the Company’s auditors after completing the 2006 audit. The auditors expressed concerns about “mutually incongruent goals.”

The Company is considering legal action against the firm.


The president, Larry Lancaster, is both chairman of the board of directors and President and chief executive officer (CEO). Eric Unum (Vice-President – Finance) is also a member of the board, along with five outside (independent) directors who never worked for the Apollo organization. Three outside board members constitute the audit committee of the board.


(Approximate amounts expressed in thousands)

Larry Lancaster, Chairman, President and CEO 2,500

Sue D. Fultz, Vice-President – Legal Affairs 1,500

Joe Bootwell, Executive Senior Vice President and CFO 1,200

Fred Durkin, Vice-President – Marketing 1,000

Eric. P. Unum, Vice-President – Finance 590

Daisy Gardner, Vice-President – Operations 410


Currently, no management personnel hold stock ownership in the Company


On February 1, 2006, the Company purchased its operating facility and equipment from a company controlled by two previous directors and shareholders of the Company for $623,905.92. Currently, the Company leases a second facility and equipment from the same company for approximately $200,000 per month. The Company’s lease ends in June 2007 at which time all operations will be moved to the central headquarters building. The two previous directors are no longer associated with Apollo Shoes.




2006 March 31 June 30 September 30 December 31 Total
Net Sales $58,236 $59,759 $60,239 $62,341 $240,575
Gross Profit $24,372 $24,996 $24,356 $25,282 $99,006
S,G, & A Expenses $16,478 $17,695 $17,347 $20,478 $71,998
Net Income $4,815 $4,454 ($7,785) $2,887 $4,371
Earnings Per Share $0.59 $0.55 ($0.96) $0.36 $0.54

The Company filed one 8-K dealing with the withdrawal of its auditor on January 30, 2007. It is incorporated in this document by reference.



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<<ApolloShoesOrgChart.xls>> Date: Mon, 29 OCT 2007 07:14:35 +0000 From: “Karina Ramirez” < Kramirez@ApolloShoes.com > Subject: Upcoming Apollo Shoes Engagement Attachment: <<APManual.doc>>

Per your request, I have attached a copy of our accounting and procedures manual. We look forward to your upcoming fieldwork. Please let us know if there is anything else we can provide you to make your job easier.


Karina Ramirez

Director, Internal Audit

Apollo Shoes, Inc.

This Apollo message (including any attachments) contains confidential information intended for a specific individual and purpose, and is protected by law.  If you are not the intended recipient, you should delete this message and are hereby notified that any disclosure, copying, or distribution of this message, or the taking of any action based on it, is strictly prohibited.

Apollo Shoes

Accounting and Control Procedure Manual

Sales and Accounts Receivable

Daily batches of sales invoices shall be analyzed by sales totals in the athletic shoes product lines. Sales credits are coded to three product line sales revenue accounts.

Charges to customer accounts should be dated the date of shipment.

When sales invoices are recorded, the numerical sequence shall be checked by an accounts receivable clerk, and missing invoices must be located and explained. The items shipped shall be compared to the items billed for proper quantity, price, and other sales order terms.

The general ledger supervisor shall compare the copy 2 daily batch total with the copy 4 individual accounts posting total sent from the accounts receivable department.

Discrepancies shall be investigated to help assure that the customer subsidiary accounts are posted for the same total amount posted to the control account.

At the end of each month, the total of the trial balance of customer account balances (prepared by the accounts receivable department) shall be reconciled to the general ledger control account by the general ledger supervisor.

Sales invoice batches shall be dated with the date of shipment, and totals of batches (including product line sales for athletic shoes) shall be accumulated each month and recorded in the accounts receivable control and sales revenue accounts. The general ledger supervisor shall approve all monthly summary entries before they are posted to the general ledger.

The treasurer shall approve all cash refunds and allowance credit memos for sales returns, after initiation by customer relations personnel.

The marketing vice president shall periodically analyze sales activity by product lines in comparison to budgets and forecasts and prior years’ activity.

Cash Management

The monthly bank statements shall be mailed to the cash management department in the treasurer’s office. Personnel use the duplicate deposit slips retained when bank deposits were made, the cash receipts journal listing, and the cash disbursements listing to reconcile the general bank accounts. The payroll bank account is also reconciled, utilizing the payroll register retained by the treasurer’s office.

Cash management personnel shall compare cash receipts journal daily deposit records with the bank deposits and duplicate deposit slips when the general bank account reconciliation is performed.

At the discretion of the director of internal audit, internal auditors will occasionally make unannounced reviews of the bank account reconciliations. They may also prepare reconciliations without prior notice given to cash management personnel.

Cash Receipts and Accounts Receivable Processing

All cash receipts from customers related to sales shall be credited to accounts receivable individual and control accounts.

The accounts receivable department shall post credits to individual customer accounts, dating the entries with the date of the remittance list.

Statements of accounts receivable balances shall be mailed to customers each month by the accounts receivable accounting department. Customers’ reports of disputes or differences shall be handled by customer relations personnel in the marketing department.

Cash Disbursements

All disbursements shall be made by check, signed by the treasurer, including reimbursements of the petty cash funds.

Checks shall be made payable to a named payee and not to “cash.”

Blank check stock shall be kept under lock and key in the accounts payable accounting department. Under no circumstances may blank checks be signed by the treasurer.

Voided and spoiled checks shall be transmitted to the treasurer for inspection and later filed in numerical order with paid checks.

Cash disbursement journal entries shall be dated with the date of the check. The related monthly general ledger summary entries shall carry the date of the month summarized.

Inventory Perpetual Records

Inventory additions shall be dated with the date of the receiving report.

Inventory issues shall be dated with the date of shipment.

Fixed Asset Records and Transactions

When acquisition costs exceed the capital budget authorization by 10 percent or more, the additional expenditure shall be approved by the treasurer and board of directors, in advance if possible.

Zero salvage values shall be used in all depreciation calculations.

Useful life and depreciation method assignments for financial statement calculations shall follow these general guidelines:

Buildings Declining Balance 15 years

Equipment Declining Balance 3-6 years

All repair, maintenance, and capital additions less than $5,000 shall be expensed. Amounts over $5,000 should always be capitalized unless unusual conditions point to proper expensing.

Attachment: <<APManual.doc>>

Date: Mon, 29 OCT 2007 06:42:35 +0000 From: “Darlene Wardlaw” <DW@aow.cpa> Subject: Upcoming Apollo Shoes Engagement

Apollo denied our request to speak with the predecessor auditors because of “litigation concerns.” I’ve looked at the 8-K filed by Apollo and the auditors referenced in the 10-K. I didn’t attach a copy because it didn’t say much, just something about “incongruent goals,” blah, blah, blah. Against my advice, Arnold decided to accept the engagement anyway. Keep your eyes open!

The good news is that the predecessor auditors, Smith and Smith, CPAs, have a good reputation, so you can use last year’s audited numbers from the 10-K. The bad news is that we don’t have access to prior year working papers. You’ll need to come up with programs for the substantive audit procedures for each of the functional balance sheet areas (indicated with an asterisk (*) below). You can download copies of the audit programs from AuditNet ( www.auditnet.org ) under “Auditors Sharing Audit Programs” or get them from an old auditing textbook. My preference is to place the audit programs at the beginning of each section. Label the sections as follows:

GA series (GA-1, GA-2, etc.) General and Administrative (Planning)

ICC series Revenue/Collection Cycle Internal Control Evaluation

ICD series Purchasing/Disbursements Internal Control Evaluation

ICP series Payroll Internal Control Evaluation

A series Trial Balance/Financial Statements/Adjustments/Footnotes

B series* Cash Substantive Workpapers

C series* Accounts Receivable Substantive Workpapers

D series* Inventory Substantive Workpapers

E series* Prepaids Substantive Workpapers

F series* Property, Plant and Equipment Substantive Workpapers

I series* Other Assets Substantive Workpapers

L series* Current Liabilities Substantive Workpapers

N series* Notes Payable Substantive Workpapers

Q series* Stockholders’ Equity Substantive Workpapers

R series* Revenue Substantive Workpapers

X series* Expenses Substantive Workpapers

Because we are so understaffed during busy season, you are going to have to perform the bulk of the audit yourself. I was only able to get you a spring intern (Bradley Crumpler) from Caledonia State University (heck, I didn’t even know they had an accounting program!). He is the only unassigned person in the office right now. Because I am unsure of his training, I suggest that you only use him for “grunt work.” Also, I checked into the background and experience of Karina Ramirez, Apollo’s Internal Auditor. Apparently, she was an auditor with a Big 4 firm for 8 years before coming to Apollo and has served on the state CPA society’s ethics committee. I also went through her workpapers; they appear to be top-notch. Lastly, she reports directly to the Audit Committee, so we can rely on her to be objective. I think we can rely on her work during our engagement.


P.S. Thanks for drafting the engagement letter. I only had to make a couple of changes before Arnold signed it.

Date: Mon, 7 JAN 2008 12:45:39 +0000 From: “Darlene Wardlaw” <DW@aow.cpa> Subject: Apollo Shoes minutes Attachments: << AudComMins—010307.doc>><< AudComMins—063007.doc>><< AudComMins—010308.doc>>

Hope the inventory observation went well. I saw Bradley in the office working on some inventory stuff. He said that he would e-mail it to you when it was completed.

Sorry I haven’t made it out to Apollo yet. I did meet with Jeff Chestnutt (Apollo’s corporate secretary) who allowed me to copy the minutes of the Board of Directors. The board of directors met twice during the period under audit, January 1 through December 31, and once more last week. I have attached copies. Study these minutes – they provide a history of every important event and transaction that Apollo has undergone during the past year. Make notes in the form below for the audit working papers of matters relevant for the audit of the 2007 financial statements. Prepare a working paper (GA-3) for my review with proper headings and these two columns:

Information Relevant to 2007 Audit Audit Action Recommended

You may want to stick a copy of the minutes in the workpapers ( GA-3-1, GA-3-2 , etc.) behind your memo when you are done with them.


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