Alexander Gershner, a Managing Director with StoneTurn, has experience providing forensic accounting, corporate investigation, compliance controls and monitoring, dispute consulting and financial statement audit services.
Alexander has advised corporate clients and counsel on matters involving asset misappropriation, claims of fraudulent misrepresentation, breach of contract, improper revenue recognition, fraudulent conveyance, audit malpractice, alter ego, post-acquisition disputes, and interpretation and application of Generally Accepted Accounting Principles (“GAAP”), among other complex litigation matters. This experience includes forensic analysis; preparation of expert reports; calculation of damages; assisting counsel in deposition and testimony preparation; and performing investigatory procedures to uncover, quantify and remediate acts of misconduct.
He has worked with clients in the U.S., U.K. and Asia across a range of industries, including financial services, real estate, public sector, healthcare, retail, consumer products, construction, media and entertainment, and the arts.
Prior to joining StoneTurn, Alexander was with the Global Forensic and Dispute Services practice of Alvarez & Marsal. He began his career at PricewaterhouseCoopers (“PwC”) in the Banking and Capital Markets Group of its Assurance practice.
Alexander is a Certified Public Accountant (licensed in the state of New York), Certified in Financial Forensics and is a Certified Fraud Examiner. He was appointed to, and currently serves on, the American Institute of CPAs’ Forensic and Valuation Services Executive Committee.
He is a Co-Founder and Co-Chair of the New York Police and Fire Widows’ and Children’s Benefit Fund Junior Committee and an active member of the Manhattan College Mentor Program.
Turn to Alexander
Q: Can you give an example of StoneTurn’s lean and efficient approach?
One example will not paint a sufficient or representative picture because a lean and efficient approach is inherent in everything we do. StoneTurn’s size, structure and nonexistent internal red tape both permit and encourage immediate scaling based on evolving needs of clients and matters.
Q: StoneTurn is known for being collaborative. Describe for us how the firm is able to work so seamlessly with clients and as colleagues.
StoneTurn was founded on and fully embraces the maxim, “We rise and fall together.” Our model is the antithesis of “eat what you kill.” This underpins and ensures involvement of the most qualified individuals on every matter, regardless of who received the call. It also results in collaboration in the truest sense of the word and that, in turn, delivers better results to clients.
Q: What do you believe sets StoneTurn apart?
I often describe StoneTurn as a provider of traditional consulting services with a start-up-like culture and atmosphere. Our focus on the happiness and overall well-being of employees is best illustrated in our reasonable and, potentially, unprecedented expectations of billable time. It is common for organizations to have formal work/life balance initiatives, which in my experience do not often result in a discernible impact. We, especially those who have been part of organizations with aforementioned initiatives, recognize and are appreciative of the fact that StoneTurn practices what it preaches. As a result, we are happier, healthier, sharper, more committed to our firm and clients, and more willing to “burn the midnight oil,” when the job requires…and in client service, the job will sometimes require it. It is a difficult feat, but we’ve found the formula to providing high-quality client service, while still respecting the sanctity of employees’ personal time and commitments.