Simon Platt

Simon Platt co-founded StoneTurn in 2004, and was the firm’s managing partner until 2016, when he was appointed Chairman.

Simon has led and been involved in many accounting and financial disclosure-related investigations on behalf of Audit and Special Committees of Boards of Directors. He has also testified in Federal and State courts and at arbitrations, assisted in mediations and acted as an independent, neutral arbitrator in accounting-related matters. His engagements include numerous expert testimony and non-testifying consulting roles.

Simon’s extensive background includes working with companies from large U.S. multinational corporations and foreign public companies to smaller, privately-held enterprises, across a wide range of industries. Principal areas of experience include Generally Accepted Accounting Principles (“GAAP”) and Generally Accepted Auditing Standards (“GAAS”) issues, U.S. Securities and Exchange Commission (“SEC”) investigations, purchase price disputes, contractual damage quantification, accounting record reconstruction, fraud investigations and business analysis.

Prior to co-founding StoneTurn, Simon was with Deloitte for more than 23 years, where he served as a U.S. audit partner specializing in the retail, distribution and manufacturing industries. He led Deloitte’s New York / Boston Dispute Consulting practice, established the firm’s Dispute Consulting Group in Boston, founded and led its Forensic Audit Assistance program, and served as the National Forensic Practice Leader.

He is a Fellow of the Institute of Chartered Accountants in England & Wales, and a Certified Public Accountant in Massachusetts and New York.

Turn to Simon

We knew we could create a firm that would focus on our people first and foremost—and provide the opportunity and encouragement for the personal and professional growth of each of us, together, as a cohesive group.

Simon Platt

Q: What were the principal factors that led you to co-found StoneTurn in 2004?


A:

Some changes in our markets presented the opportunity to do something different or, as some might say, to be brave. We knew we could create a firm that would focus on our people first and foremost—and provide the opportunity and encouragement for the personal and professional growth of each of us, together, as a cohesive group. We value our firm as a place living by a “we,” not an “I,” ethos; we all take heart and pleasure from our mutual successes.

Q: Why is culture so important?


A:

I strongly believe we can attract and retain the very best professionals with a simple, but rare, promise—we will do everything possible to help you become better at what you do, to serve clients well, and to enjoy what you do and the people you work with. This is the very foundation of our core values and has enormous benefits for our firm, our clients and each other. Clients gain from better and more cohesive teams, and longer tenures ensure more effective delivery of our work. The firm benefits from the stability of groups working together effectively and efficiently over the longer term. Most importantly, we enjoy being with and working alongside our colleagues. We work hard, serve our clients well through difficult issues and commitments; all made easier by working alongside people you like.

Q: Has it worked?


A:

I am very proud of all that we have accomplished. A firm is always a work in progress—we have to constantly evolve with our markets, clients’ issues, and economic, legal and regulatory conditions. But, yes, it has worked: we have grown to 10 offices across the U.S. and London, and 100 professionals. We have a great reputation for delivering effective and efficient work and have served the entire range of clients and law firms. However, most importantly, any success we have enjoyed is due to the incredible group of professionals that comprise our firm—every day, for every client, with every issue, at every “turn.”