Manager Internal Controls over Financial Reporting - CPA Required

To lead a branch of the Internal Risk and Controls (IRC) group and ensure its operation is consistent with the IRC effort to maintain and evolve a comprehensive and Sarbanes Oxley Act (SOX) compatible control environment. Lead team of audit specialists, control experts (as defined by SOX Section 407), and technology subject matter experts to research and establish best practices that align with Sections 302 and 404 of SOX. Direct team members during preparation for integrated audits as well as leading those teams during the creation of audit responses. Work strategically with leaders across the credit union to deploy preventative, detective, and corrective controls that mitigate the risk of financial misstatement by virtue of control-centric processes and technology. Responsible for leading initiatives related to Internal Control over Financial Reporting (ICFR) with the objective of producing evidence of operational and design effectiveness. Oversee and perform complex/unusual tasks with considerable latitude and impact.

• Direct review of relevant guidance (e.g., ASC 606 Revenue Recognition, ASC 310-40 Impairment Calculations, ASC 360 Capitalized Labor, etc.) for the purpose of distilling the associated SOX controls that will serve as the foundation of future control-related current state and future state analyses/optimizations
• Direct ICFR-related processes necessary to collaborate with leaders from Admin Services (Procurement), Information Security, and the Information Services Department to evaluate compliance with Navy Federal Instruction 2039-O with regard to the evaluation of SSAE 18/16 SOC I Type II User Control Considerations (UCCs) and the associated planning for internal and external auditor responses
• Direct activities related to the COSO Framework's Entity, Risk, Activity, Information/Communication, and Monitoring levels of control and aligns related controls with executive-level strategies (e.g., Credit Policy and Analytics, Financial Risk Management, etc.)
• Direct and develop IRC branch-specific vision for the transition toward control-based audits and ensure continued support for substantive audits when necessary
• Direct activities that advance IRC and business use of Governance Risk and Compliance (GRC) software that establishes workflow around control team activity, audit deliverable creation/acquisition, and executive management approval processes
• Lead feasibility initiatives designed to determine the applicability of technology to existing control practices (e.g., cognitive technologies for meta-controls, Robotics Process Automation (RPA), etc.)
• Manage fraud detection functions related to the Journal Voucher System (JVS) as well as front end fraud prevention controls, establishment of exception thresholds by Assistant Vice Presidents, and SOX-like sign off by management personnel
• Lead efforts to operationalize General Ledger technologies (e.g., Accounting Rules Engines [ARE], Data Integration [DI], and Data Storage Hubs[ DSH], etc.) and their associated impact on accounting personnel using stakeholder and pain point analyses
• Lead and collaborate with leadership on various governance initiatives (e.g., controls governance, data governance, change management governance etc.) as they relate to management's valuation, presentation and disclosure, rights and obligations, existence, and completeness assertions
• Participate in various steering committees and panels that set direction for the purpose of evangelizing a SOX compatible mindset that seeks to increase the consideration of controls as a forethought and reduce those instances when controls are considered as an afterthought
• Chair ongoing inter-departmental Controls Committee meetings to facilitate comprehensive and enterprise-wide leadership participation in the preparation for financial statement and Information Technology General Computer (ITGC) audits l
• Direct multi-disciplinary control initiatives to assess the effectiveness of business and technological controls and ultimately transform any control gaps into mature control environments
• Supervise efforts that assess the operational performance of existing controls and devise remediation strategies that align control performance with the appropriate risk mitigation methodology
• Manage the review of review existing control policies, process narratives, and process models to develop optimization strategies and the associated current state, future state, and gap analysis planning artifacts
• Lead and develop partnerships with external and internal auditors to negotiate audit objectives and audit scope based upon previously developed risk-based strategies for audit execution
• Direct efforts to establish executive-level views of control related activities and performance via the use of executive dashboards and other interfaces intended to summarize re