
Auditing has moved so much beyond checking boxes nowadays. Organisations today face fast digitalisation, crossborder risks and changing regulations, so auditors are now supposed to serve as strategic advisers. This translates into breaking down sophisticated findings into practical insights that boards and executives can trust.
While in a multinational audit role at ASA International, where I led 149 auditors across 13 countries, I lived the significance firsthand of doing more than standard requirements. The real impact came when we took intricate finance, operating and compliance issues and turned them into concrete, strategic suggestions for more than 250 stakeholders including country CEOs, COOs and board members. This required the deployment of a variety of skills.
Communication
Effective audit communication boils down to clear communication. It doesn’t matter that we identify gaps as long as we explain them in ways that various stakeholders – technical groups, non-financial board members and so on – can understand and appreciate their implications.
Varying risk appetites demanded the agility to recalibrate in real time
I regularly updated the audit and risk committee and group CEO within ASA International, summarising complex audit findings into helpful recommendations. Similarly, early in my HSBC career, speaking freely regarding concerns between auditees and department heads demonstrated how precision and tact can help perceptions of the credibility of the audit.
Turning data into strategy
Audit is problem-solving, not compliance. Designing and implementing a custom-designed in-house audit software at ASA International was a groundbreaking undertaking. It involved assessing diverse country operations and risk environments, not just for current weaknesses but to foresee prospective areas of weakness.
At HSBC, various processes and controls focused our analytical lens, forcing us to look beyond surface anomalies to unearth underlying problems that could destabilise the reputation of the organisation.
Adaptability in complexity
Adaptability was critical. Navigating HSBC’s diverse jurisdictions meant grasping regional regulatory nuances without compromising global standards. Varying risk appetites and compliance expectations demanded technical expertise and the agility to recalibrate audit approaches in real time.
At ASA International, this evolved further. As group head of internal audit, I led top audit teams through shifting microfinance models, reshaping risk assessments and integrating new criteria to stay aligned with emerging market realities. Adaptability was embedded in daily operations – from adjusting audit scopes and testing strategies to proactively updating methodologies and templates with lessons learned and regulatory changes.
We had to walk a tightrope between having audit independence and establishing trust
Recognising technology’s growing role, I introduced new audit software, transforming data analytics and issue tracking, which required teams to rethink sampling and embrace advanced insights. These experiences show adaptability isn’t reactive but a strategic driver, protecting audit relevance and quality even in complex, volatile environments.
Managing power dynamics
Soft skills come to the fore when managing difficult conversations. In ASA International, communicating with country CEOs and COOs who had varied personalities and business limitations needed equal parts of assertiveness and empathy. We had to walk a tightrope between having audit independence and establishing trust. This was necessary to ensure our advice was both heard and implemented.
The reputation of the audit profession is built on integrity. During my roles, I was always aware that one blunder in ethics could jeopardise not just client relationships but also the reputation of the whole profession.
Collaboration and diversity
Audits today demand constant cross-functional engagement to deliver meaningful assurance. At ASA International, mentoring local audit leaders and allocating teams per the group’s risk appetite was just the start. From initial risk assessments, I prioritised involving auditees through regular meetings and discussions.
This agile approach ensured management grasped the scope and the rationale, creating shared ownership of risks and expectations. As a result, most issues were identified and resolved during fieldwork, reducing final findings and building trust. This positioned audit as a partner, not just a watchdog.
Respecting local customs increased the likelihood our audit insights would be embraced
Beyond this, my teams and I collaborated closely with IT, finance and operations. We integrated insights to address interconnected business risks and extend assurance beyond traditional boundaries. We also nurtured a high-performing, culturally diverse team across 13 countries under a unified vision, while honouring local dynamics. This collaboration elevated audit quality and solidified our role as a strategic adviser across the group.
Auditors inevitably challenge the status quo, which can prompt resistance from management. At HSBC, I recall our audit revealed significant gaps in the design of a number of processes across multiple branches; it was an issue that regional leaders were initially reluctant to acknowledge given the reputational stakes. Persuading them required us to balance firmness on risk priorities with the willingness to explore phased remediation, ultimately securing buy-in.
Global mindsets
Overseeing audits in Africa, South and South-East Asia consistently underscored the value of cultural intelligence. In Bangladesh, by understanding local hierarchies I was able to engage CEOs and COOs more effectively. In Kenya, recognising sensitivities around regulatory compliance meant I could structure discussions to build trust, which proved instrumental in landing our recommendations.
Respecting local business customs and governance expectations not only enriched engagement but increased the likelihood our audit insights would be embraced.
Strategic edge
In a world of mounting complexity, soft skills – emotional intelligence, adaptability and communication – are what translate audit findings into action. From my early years at HSBC negotiating remediation plans with resistant teams to later managing ASA’s global audit function, these interpersonal capabilities proved decisive.
Technical rigour provides the foundation, but it is empathy and influence that ultimately drive sustainable change, turning audit recommendations into practical safeguards for the business.