Career

‘Moneyball’ leadership

Leadership is part art, part science and perhaps a bit of alchemy. Selecting individuals to lead companies has become more complex for boards of directors. CEOs must address the interests of all stakeholders — not just shareholders. Organizations should consider grooming honest and proven managers from within to help prevent and deter fraud.

Best defense is a good offense

Use the new Anti-Fraud Playbook, produced by the ACFE and Grant Thornton, to operationalize leading guidance from the ACFE/COSO Fraud Risk Management Guide to help your organization move from theory to practice.

Set fire to your 'emotional intelligence'

You might be a brilliant fraud examiner, but if your “emotional intelligence” is stunted, you’ll be ineffective with those you work with and investigate. Here’s how to buck the stereotypes of your hard-wired personality, learn practical ways to change your management style and be more empathetic in your job and life.

Tasheika Hinson, CFE

When Tasheika Hinson, CFE, was 8 years old, she made a pact with her childhood friend that they’d grow up to become attorneys. Hinson would go on to become an assistant U.S. attorney at the Department of Justice and now is the head of investigations at The Vanguard Group Inc. where she leads internal investigations and partners with internal teams in its 19 offices around the world.

Navigating a misshapen world

Heed the call to educate the next generation

Develop your crisis leadership skills to motivate others amid chaos

ACFE 31st Annual Fraud Conference Successful Virtual Turnaround

Sudhir Gidwani, CFE

Sudhir Gidwani, CFE, says in 1984 he first found tremendous joy piecing together the jigsaw puzzle of unearthing fraud during his investigation of the collapse of a major local bank in Hong Kong. “As my experience in fraud and corruption investigations developed, I became more passionate about what I was doing,” he says.

Mark Lee Greenblatt, CFE

Mark Lee Greenblatt, CFE, says he’s learned the importance of being fair, independent and objective — as an individual and as a leader within his organization. “In the inspector general community, we have a special responsibility as the independent oversight mechanism within our departments, and I’ve learned that we can be effective only if we operate with integrity,” says Greenblatt, inspector general at the U.S. Department of Interior.