As the pandemic unfolds and markets decline in the United States and globally, fraudsters will be adapting and new risks will emerge and some risks will increase. Remember, white collar criminals adapt by profiling us, so they can exploit our weaknesses. That being said, companies need to develop a strategy that enables the deployment of appropriate tactics to manage this increasing risk.
Welcome to my site. I have spoken and been the keynote speaker for many conferences, including the ABA, ACC, ACFE, IIA, and IMA to name a few. I have designed customized training for the board, senior leadership, legal, compliance, internal audit, and others for some of the world’s largest organizations.
Jonathan T. Marks will lead today’s discussion that will focus on the key components of a fraud risk management program and discuss what the board and senior management expect today » Read More
Related party transactions could be a “red flag“, and must be evaluated with the proper skepticism! Perceived opportunities to commit management fraud include the ability of the fraudster to » Read More
October 17, 2018, Today’s General Counsel It’s a mistake to ignore the human element when fighting fraud within a corporation. There are behavioral and environmental factors that are common » Read More
At a minimum, as part of (emphasis added) your overall fraud risk management program, the following key processes/functions should be analyzed along with the embedded (key) internal controls, if » Read More
While we can’t get into the mind of the white collar criminal, we can take a closer look at high-profile individuals who have perpetrated massive fraud at corporations and instances of fraud identified in practice, as well as some research, to help is identify a pattern of similar behavioral elements common to white-collar crooks and cultural elements common to their environments.
Today’s fraudster is clever and operates in an environment ripe for criminal activity. Economic unrest
is making it easier for employees to find ways to set fraud in motion – and a new breed of offenders is finding cunning ways to do so. After more than 60 years, the classic fraud triangle of three elements or events that motivate an employee to cross the line has morphed into The Fraud Pentagon.
Company boards and senior management must take an offensive stance against the five conditions that precipitate fraud with
a clear plan that limits the opportunity for fraud and minimizes the impact when fraud does occur.