What this lesson is about
None of these prove wrongdoing on their own. But each one is a real, well-documented pattern worth digging into before trusting the headline numbers.
Part 1 of 2
None of the patterns below prove that a company is doing anything wrong on their own. Plenty of honest, well-run businesses will trigger one or two of these at some point for entirely legitimate reasons. Each pattern is a real signal that professional analysts and forensic accountants watch for. It’s worth understanding these signals so you can investigate further, rather than ignore them. For example, a persistent, widening gap between reported revenue growth and actual cash flow from operations is closely watched. If a company reports rising revenue while cash from operations stays flat or falls, that can indicate aggressive revenue recognition or trouble collecting on sales already booked.
Quick check
If a company's reported revenue is growing steadily but its cash flow from operations is flat or declining over several quarters, what does that gap potentially signal?
A persistent, widening gap between reported revenue growth and actual cash generation is one of the most-watched red flags in fundamental analysis - not proof of a problem, but a reason to dig deeper.
Part 2 of 2
Other patterns to know include. Receivables growing much faster than revenue (which means customers are taking longer to pay, or revenue is booked too early), inventory piling up faster than sales (indicating weakening demand or possible write-downs), frequent auditor changes, or shifts in accounting policies. Heavy reliance on "adjusted" non-GAAP metrics that exclude real recurring costs is another warning sign. Also, watch for related-party transactions. Deals made with company insiders or their family members can sometimes hide the true economics of a transaction.
Quick check
Why do frequent changes in a company's external auditor sometimes raise analyst concern?
Most auditor changes are routine and benign - but analysts still note them, since in some historical cases a change has coincided with disagreements over accounting treatment.
Test what you just learned. Correct moves you up, wrong moves you down - reach 100 to master this lesson.