The Senior Director of Internal Audit is responsible for preparing and implementing a risk-based audit plan to assess, report on, and make suggestions for improving the company’s key operational and finance activities and internal controls. This role ensures that roles, responsibilities, and results are efficiently coordinated and that the effectiveness of risk management, control and governance of the company are optimized.

• Maintains strong relationships with all key stakeholders, including regional and corporate operations and finance departments, as well as external auditors
• Acknowledges, anticipates, and balances the competing interests of stakeholders and serve as an integrated business and external audit partner
• Participates in Enterprise Risk Management (ERM) program to ensure appropriate levels of risk across the organization
• Prepares annual Audit Plan and presents to Audit Committee for approval
• Develops, plans, and executes financial, operational, IT, and compliance risk- based audit and advisory services across portfolio
• Leads SOX program and Internal Controls testing and collaborates with Management and external auditors to review scope, testing approach and results
• Coordinates Internal Audit activities with external auditors to ensure proper audit coverage, eliminate duplicate efforts, and improve efficiency and effectiveness
• Conducts operational, IT, compliance, and financial internal audits based on a comprehensive risk-based internal audit methodology to identify control and operational weaknesses and develops effective management action plans to correct them
• Assures audits are conducted in a timely and professional manner and meets industry (IIA) and department standards, to follow management’s action plans
• Presents audit results to the Executive Leadership Team and provide input to the CEO and CFO in preparation for Audit Committee meetings
• Identifies and presents opportunities for professional development of Internal Audit staff
• Develops, monitors and ensures achievement of Internal Audit departmental budget
• Other tasks or special projects when required by management (i.e., resourcing, group training, quality assurance reviews, etc.)

• 10+ years of experience performing risk assessments and risk-based operational, financial and compliance audits of key business processes.
• Strong understanding and ability to develop SOX plans and remediation efforts, designing and executing testing strategies and developing documentation.
• Demonstrated proficiency in Microsoft Office, Excel, Outlook, and PowerPoint.
• Knowledge of SAP software a plus
• Strong leadership skills

COMPETENCIES

• Driving Results – Mid-Level Managers motivate individuals to achieve and exceed goals by establishing accountabilities, clarifying performance expectations, agreeing to high standards and measures, monitoring and reviewing performance, and providing timely and relevant feedback.
• Fact–Based Management – They view the organization as an open system, synthesize information from diverse sources, come to conclusions, and make decisions that are rational and based on sound evidence.
• Coaching and Developing Others – They provide quality time and planned commitment to direct reports and provide processes and opportunities for them to understand their strengths and limitations in relation to a range of high-quality and relevant competencies.
• Leadership Communication – Mid-Level Managers generate a shared commitment to the organization, building morale, and encouraging ownership of mission, goals, and values.
• Process Management – They take a systematic approach in contributing to making the company’s workflow more effective, efficient, and capable of adapting to an ever-changing environment.
• Organizational Savvy – They gather and accurately assess information related to the organization’s formal and informal communication channels and power relationships.
• Delegating – They display strong awareness of when, how, and to whom to delegate and will clearly communicate objectives, tasks, long-term benefits, and expectations for outcomes in order to empower others to take greater responsibility.
• Team Building – They enable and encourage group members to work together to complete tasks and accomplish goals that individual members could not accomplish alone.
• Decisiveness – Mid-Level Managers tend toward taking calculated risks by making decisions and taking action, even in the absence of all information