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I'm in IA and I like it a lot. Most of my clients are cleaning up a material weakness or looking to go public. Personally, I see IA as the middle person between the client and external auditors, so I try to take a consulting approach with my clients whenever possible while making sure the external auditors are satisfied at the same time. That way you're helping the client and adding value vs simply enforcing/reiterating whatever the external auditors want. I guess it all depends on what you make of it 😊
Depends on if the project is co-sourced or outsourced IA... not a fan of either but there is a key different to who you would report to as a staff
Depends on type of engagements. SOX gets old, and I have not seen many places that are truly about a full IA vs just compliance/plant audits. When company's actually want help on risk management and process improvement, they outsource that shit to advisory. IA is always seen as a cost center and the "police" come to slap management on the wrist. No perception of value add in my experience
And I'll be honest - I still don't fully understand the difference between a co-source and a staff augmentation..?
Staff Aug= a couple staff/a senior on loan to the client. Co-source=significant portion of the group is made up of external team members, w/ a manager/director making decisions