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Data analytics and careers in Internal Audit

In this series, crew members in Internal Audit share their perspectives on the role data analytics is playing in their field.

Chris V's portrait Chris V.
Director
Auditor Services Technology

A graduate of the Rochester Institute of Technology, Chris began his career with Vanguard’s Information Technology (IT) Division as a systems administrator, providing front line support for critical business infrastructure. He transitioned to a role in IT Audit, where he is currently a Director on the Global Technology Audit Services team, leading the Integrated Audit and Data Analytics functions.

Jeff O's portrait Jeff O.
Data Analytics Technical Lead
Internal Audit

After completing a graduate degree in analytics, Jeff worked at a media and technology company for several years. While there, he was a developer and thought leader in analytics, with projects spanning consultation, visualization, business intelligence, and machine learning. After joining Vanguard, Jeff supported the Institutional Audit Services team before moving into the Data Analytics Technical Lead role. He is tasked with operational leadership of the data analytics team in providing insight, efficiency, and coverage gains to Internal Audit, contributing to our overall goal of protecting Vanguard investors.

Kelly C's portrait Kelly C.
Project Manager
Audit Services

With an undergraduate degree in Accounting from Saint Francis University, Kelly started her career at Vanguard as a Client Services Specialist within Retail Services. During this time she obtained her Series 7 and 63 licenses, assisting retail clients to meet their investment needs. She moved on to become a Corporate Actions Specialist within Fund Financial Services for several years. In this role, she captured and accounted for corporate actions for Vanguard funds. She has spent the past four years as a Project Manager within Internal Audit, partnering with business units around the globe to identify and mitigate risks to Vanguard. During her time at Vanguard, Kelly successfully obtained an MBA from West Chester University and her CIA (Certified Internal Audit) designation.

Why is data analysis so critical to the future of Internal Audit and Vanguard overall?

Chris: A challenge for the Internal Audit department is being able to keep pace with changes taking place in the business. New products and client service offerings, technology transformations, continued global expansion, and an evolving regulatory landscape are contributing to an unprecedented velocity of change at Vanguard. With this in mind, how do we, as Internal Audit, continue to provide coverage over an evolving risk landscape that grows proportionally to the rate of change?

One of the ways Internal Audit can scale to meet this growing demand is through the effective and efficient use of data analysis. If used properly, it can allow us to make smarter, better informed decisions on where to allocate our resources, automate manual processes, test full populations of data in minutes, not days, and monitor the health of our control environment with minimal effort. Data analysis provides us the opportunity to work smarter and make more efficient use of our finite resources which is critical in carrying out our mission of protecting Vanguard’s investors.

How is Internal Audit using data analysis today?

Jeff: In a shared partnership of analysts and auditors, the department uses data analytics by augmenting the audit process with population-level insights and tests. Both reactive and proactive projects are completed currently. As advisory and assurance engagements conduct their reviews, data analytics is leveraged to better understand business practices and identify risk-based exceptions. From the successful use of data analytics during those engagements, automated monitors can be developed afterward to assist the department in reviewing the risk landscape in future. A variety of approaches are used, including independent analysis from source systems, visual analytics to better understand populations, and statistics and algorithms to identify hard-to-find insights.

Kelly: Internal Audit uses data analysis in multiple phases of the audit lifecycle. For example, when establishing an annual audit plan or preparing for a specific audit, data analysis helps an auditor identify the high-risk and complex areas to target. It has also led to a shift in how typical control testing can be performed. Audit teams can assess complete populations of a data set rather than merely inspecting a small sample selection by using analytical tools and techniques. This helps provide better assurance on how effectively a control is operating and gives the team better insights into the holistic control environment of the respective area.

What are the hallmark traits of a successful data analyst?

Jeff: I once heard it said that, “…the analysis isn’t complete until the results are accepted.” Deriving interesting and valuable insights, which depend on persistent curiosity is key. It is not just about asking a good question, but about asking the right series of questions that drive deep into a subject. However, great analyses can be of no value if they are misunderstood. The ability to describe the methods and the value of the results in a clear and concise manner creates the return on investment. Further, a great analyst must be able to build excitement around the use of data.

How can a data analytics skillset benefit one’s career?

Kelly: I think that having a proficient data analytics skillset pays dividends throughout any career path. Being able to successfully identify and analyze the necessary data and information needed to make a well-informed decision are essential skills that will benefit an individual in any role. Personally, as I grow in my career I aspire to lead larger and more strategic projects across the organization. Analytics skills will help give me both macro and micro views into a respective book of work, information to drive data based decision-making, and a tool kit for persuasion and influence.

Chris: Having a risk and control skillset alone is no longer sufficient to be considered an effective auditor. While data analytics is very quickly becoming a required competency in our industry, the benefits aren’t solely limited to a career in audit. Data analytics skills are in-demand, very transferable across disciplines and are impactful in a number of different roles should you ever decide on a career change. Building data analytics acumen today can be a big differentiator in your future.

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Mentorship—Even super heroes need help

When I was a young kid, I wanted to be the Incredible Hulk. However, my desire to be a super hero was different than that of my friends at school because of one small nuance: I spent time with Hulk. I knew that he woke up at 5:00am every morning to do cardio, and some days I would join him. I knew that he liked to put black pepper on almost everything he ate. I had the opportunity most evenings to watch him lift weights, and WOW! He was strong. And the green paint? Well, that was just for television and public appearances. You see I lived with the Incredible Hulk… he was my dad.

I have a vivid memory of when I was about five years old: My father (a.k.a. Hulk) was doing bench press in the basement, and I could hear his exhale with each rep. And then it stopped. Next came a struggled yell for help, followed by my mother running down the stairs in a panic, and then two incredibly loud thuds. My mother helped him dump the weights. And for the first time in my life, I realized that everyone, even a super hero, needs help sometimes.

Your career is no different. Neither is mine. We all need help. I recently completed a fun exercise: I listed as many people as I could think of that have helped me in my 15 year career. In about 10 minutes, I wrote down the names of 94 people, and I could have kept going. The old saying is true, sometimes it does take a village! Among these individuals, there are a few who have had the greatest impact on my career due to their willingness to serve as my mentors. In keeping with the theme of seeking help, I’ve asked two of them, Vanguard senior leaders Marissa Blank and Steve Holman, to come alongside me to construct a guide on how to establish a strong mentorship relationship.

Engage with individuals naturally: The best way to build trusting relationships is to allow connections to occur naturally through your network. As Steve shares, “While formal mentorship programs can work, my experience has been the best mentor relationships happen organically. There has to be a deeper bond or connection to develop a relationship that allows both parties to go beyond superficial conversation and pleasantries.” Start meeting with leaders in your immediate department to discuss your career, and ask for ‘referrals’ on who they’d recommend you meet with. Over the course of time, you’ll get to know a lot of individuals and likely connect with a couple of them as ongoing mentors.

Be intentional about who you engage for different topics: In Marissa’s experience, “Each mentor I have in my network helps me with different things. Some are fantastic strategic thinkers, while others are great at vetting career options and next steps.” Connecting with mentors in this way will also allow you to go deep on important career topics rather than staying surface level.

Don’t be afraid to ask…for anything!: Sometimes fear is the only thing preventing us from moving forward, but don’t be afraid to ask for help. People generally want to help others succeed. “I have never had someone tell me no when I have asked for time.” says Marissa. I have personally experienced the same.

Come prepared with one key item you wish to discuss, and send an agenda beforehand: This may be an obvious one, but it is one that can be often overlooked. Ensuring you are being respectful of your mentor’s time is important, especially if this is a new professional relationship where a friendship has yet to develop. In Marissa’s experience: “The mentor relationships that have been the most productive are those where the mentee comes prepared, whether they bring a thoughtful topic to discuss, provide an update on their respective business or share insight into their career planning.” Steve agrees, “Ask specific questions about where you think you need help. Seek insight about situations you’ve experienced. Don’t force your mentor to have to guess what you need.”

Don’t be afraid to share your fears or failures: As Steve shares, “those are where your biggest opportunities for growth exist, and potentially where your mentor can help you the most.” If trust is established in the professional relationship, then this should be a ‘safe space’ to be completely honest, let your guard down, and get insightful feedback.

Be thoughtful about how often you meet with mentors: Marissa says, “I have some mentors where we only connect once a year or as something arises, where others are more frequent given the type of relationship we have.” You want to balance ensuring that your meeting time is valuably used with maintaining the relationship. For many, a couple of quick emails in between meetings can keep the conversation going without the logistics of face-to-face time.

Show interest in your mentor’s career: The more you understand their career, the more you will learn from them. And who knows, you may be able to teach your mentor something that helps them too. Marissa has a reputation for formulating successful teams, and I have indirectly learned from her to be comfortable ‘thinking outside the box’ when looking for talented individuals. Steve has an innate ability to balance professionalism with ‘being real’ and has taught me to feel comfortable bringing my full self to work every day.

I may never actually become the Incredible Hulk and save the world, but that’s okay… becoming someone’s mentor and positively impacting their life is just as fulfilling. In this season of giving, let’s show thanks to those who have helped us by committing to help others in their career.

Matt and Marissa Barrovecchio and Holman

Matt with his mentors, Marissa and Steve.

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Preparing for a Vanguard interview – Be a STAR

Have an upcoming interview with us? You’ll need to know more about the STAR format – also known as behavior based interviewing – and how to prepare for these types of questions.

What are STARs?

In interviews, Vanguard hiring teams often use the STAR format, which focuses on Situation/Task, Action, and Results. This method helps us to better understand your skills, experience and working styles and how they relate to the role you’re applying for. To effectively answer these types of questions, describe the Situation or Task, the Action you took, and the Results of your specific actions. Here’s an example:

Interviewer: Tell me about a time when you had a tough client. How did you improve the relationship?

Candidate: When I worked at a retail store, we had a regular customer who wanted to use expired coupons. We can’t take expired coupons and the customer wasn’t happy about it. (Situation) I showed him how to get coupons on his phone (Action), so he would have access to our most current deals anytime he came in. We found a discount that he could apply that day (Action) and by the time he left the store, the customer was pleased and stated he would be back. (Result) I learned from that experience that you can always find a solution, even if you can’t give the customer exactly what they want.

The right details

Another trick to answering STAR questions effectively is to avoid generalities. Consider the difference in these two answers:

Before: “I had a rough project. I spoke with the person who wasn’t doing their work and it got better.”

Better: “I had a team project in my marketing class where one person wasn’t completing their tasks and was holding everyone up. I approached my classmate privately and asked if he needed help. He admitted that he didn’t understand the project and wasn’t sure where to start. I offered to show my teammate an easy way to complete his research and gave him a few simple resources that could bring him up to speed. After our conversation, my classmate made a complete shift. He finished all his work, before the deadline, and we got an A on our project.”

Notice in the above examples that the interviewee gave just the right amount of detail to make the story clear, without rambling. And consider how many skills this candidate just succinctly demonstrated – team player, problem solver, strong communicator, among others.

Listen for the details

When answering STAR based questions, listen carefully to what your interviewer is asking. For example, if you are asked for one example, don’t give two. If the interviewer asks a question you dislike, don’t jump in with unrelated information or a question you prefer to answer. Taking either of these avenues shows that you can’t follow directions. You may also run out of time to answer other questions that will demonstrate your skills and applicable experiences.

Identify your STARs

You don’t have to have lots of job experience to share something relevant. Some good places to uncover STAR examples include: classwork, interactions with professors, clubs, sports, part time jobs, or volunteering.

Interviews are professional interactions, so avoid inappropriate stories. And it’s not just what you say, but how you say it. Slang or fillers (such as like, um, uh) can reduce the power of your words and lessen their meaning.

Final thoughts

The key to answering STAR questions is to call out past successes that apply to the role you’re interviewing for. Make sure the end result of your example is a win for all parties involved.

Also, the experiences you choose for STARs don’t have to be awe-inspiring. Leadership during team sports, problem-solving with a professor, or clear communication while volunteering can all demonstrate that you have the skills and experiences to flourish in your future role.

If you enjoyed this post, check out these Vanguard interview tips. And if you’re ready for a more rewarding, engaging, meaningful career, search our Client Services opportunities at www.vanguardjobs.com.

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Family comes first

June 12, 2019/in Advice from crew, Crew benefits, Culture 2018, appointment, appointment mom, care, doctor's appointment, family, home, knew, know, leader, leave, mom, needed, new leader, personal life, returned to work, time, vanguard, work, working at vanguard /by manjunath

Family comes first

I’d been working at Vanguard for about eight years when my mother, and best friend was diagnosed with Stage 3 Urothelial Cell Carcinoma. As you can imagine, this turned my family’s world upside down as my mom is the heart & soul of my family unit.

My mom, who had cared for me, my brother and my dad, all (or most of) our lives was now the one who needed care. This was a role no one in my family, except my mom, had really ever done. I knew I would play a key part in my mother’s appointments as my family wasn’t sure what questions to ask or notes to take. Needless to say, having served in auditor-type roles most of my Vanguard career, I was well prepared for the challenge.

During the first quarter of 2017, while my personal life was turned on its head, a new leader was assigned to my team. I was experiencing changes both at Vanguard and in my personal life. My first one-on-one was conducted through video conference from my parent’s house. It was during that conversation I finally said the words out loud…my mom had cancer. Not knowing how my new leader would respond, I waited.

He took a moment and said, “Family comes first,” a concept I heard Vanguard was known for but never experienced firsthand. To my relief, my manager and I worked out a flexible schedule so I could attend all of my mom’s chemotherapy treatments.

Kristin and her mom dressed in panda costumes

My mom’s 68th birthday in our matching red panda onesies

My first leave occurred in July 2017, for mom’s surgery to remove the cancer cells. Knowing I could assist in her care, this was my first experience with Vanguard’s Family and Medical Leave Program (FMLA). I took the steps necessary to ensure that everything would go smoothly, and it did.

I was nursing my mom back to health, with my dad and brother and other extended family by my side. Every morning, I went straight into mom’s bed where we spent hours talking, laughing and praying. During that leave, I wore many hats, some included: Doctor, nurse, caretaker, therapist, chef, butler, and chauffeur. Before I knew it, the two months had passed & I was back to work.

When I returned from leave, I was notified that my team was undergoing changes. I had a new team and leader. Like the leader before, she was caring and understanding. She went out of her way to help support me, and therefore, my family.

Having been home for the holidays, I asked mom if she needed me to stay. She was hesitant; worried that her diagnosis that was now Stage 4 was affecting my work. Always a mother. But she did ask me to stay. I went back through the seamless FMLA process and was back at home, supporting my family by the first week of 2018.

The first day of that leave we found out that the cancer metastasized in mom’s liver. She was given six months to live… A time frame no spouse, son, daughter, mother, sibling, or friend is ready to hear or accept. However, a few weeks after that appointment, mom was on an upswing responding positively to her new treatment. My mom, our family, was going to win this fight.

Woman holding a certificate, A purple heart award

Mom graduating from chemo for the first time on my Vanguard work anniversary

I returned to work in early February of 2018 in hopes of making a career move. I wanted to challenge myself now more than ever considering the flexibility Vanguard had given me. Then, my perfect job appeared. I was hesitant to apply, worried that a new department and leader wouldn’t be willing to work with me through this trying time. With that in mind, I went for it and luckily I did, because I began an exciting new journey at Vanguard.

Having the same insecurities I’ve had before, I explained my home situation. My new leader exceeded my expectations even more so since I had only just gotten the job. She didn’t know me, but she didn’t need to. She knew what I needed.

Shortly after starting my new job in June 2018, my mom stopped responding to treatment and my family was overwhelmed. I needed to be home as taking care of mom had become a full time job that did not include sleep. For a third time, I submitted for FMLA. Another straightforward and successful process.

I was on leave from the end of July 2018 until Labor Day. I did my best to remain optimistic. Mom surpassed the six month expectation her doctor gave her in January. Every moment with her beyond six months was a blessing but I wasn’t naive; things looked bleak.

We had mom’s palliative care appointment the Friday I returned to work. The night I arrived home, I knew things were bad. During that appointment, mom was admitted to inpatient hospice care though she had been using their home services for months. I was told she may not make it the 15 minute ambulance ride. My world was falling apart.

Picture of Kristin and her mom and brother

My brother, mom & I visiting the casino with dad

Saturday morning, September 8, at 12:08 AM EST, after a year and a half of fighting, my mom passed away, unable to beat the courageous battle all cancer survivors and victims have to go through. More than anything, I wish this blog was ending differently, not only for you, but for me…for my family.

From that experience, here’s what I can tell you: If I wasn’t working at Vanguard, I don’t know how different this story would have been. I don’t know if I would have been at every chemotherapy appointment. I don’t know if I would have been at every doctor’s appointment. I don’t know if I would have been as available to my family. I don’t know if I would have been able to be home.

However, I was working at Vanguard. I was able to be there when my family needed me the most. I was able to go to every doctor’s appointment. I was able to be available for my family. I was able to be home. I was able to take multiple leaves of absence through FMLA. I was able to use personal leave to handle my mother’s affairs. I was able, and that – that is a blessing.

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That company down the street that doesn’t give advice? Think again.

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That company down the street that doesn’t give advice? Think again.

Meet Deji A. He is a Financial Advisor Manager who shares how he found the right fit in Vanguard. Deji’s strong client focus and passion for developing his crew have remained a priority throughout his career.

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Starting your new job on the right foot

Congratulations, you got the job! Now, make a great impression from day one. Whether you’re waiting for your start date or already in your role, use this checklist for suggestions for each step in your new role, starting from the first day you officially join your team. As you go through the list, don’t put too much pressure on yourself to blow it out of the water right away. In fact, it may be best to just observe and ask questions before offering suggestions or taking charge. And know that it’s OK to be a little nervous.

Day one

Be prepared to talk about yourself a little–practice a brief overview of your background and be ready to share a fun fact about yourself!” Keep it to a minute.
Confirm your hours and any scheduling expectations with your leader.
For your first day, consider giving extra attention to your appearance and attire.
If your leader or a peer doesn’t do it, introduce yourself to your team.

Week one

Get the lay of the land–find the kitchen, meeting rooms, and best places to park.
Identify main contacts around the office for things like office supplies and IT support.
Don’t hesitate to ask questions. Intellectual curiosity is a great trait to display!
Confirm that you are added to key meetings–team meetings, client check-ins, etc.
Document what you’ve learned and any gaps in your understanding.
Once you have a sense of the dress code, it may be a good time to update your wardrobe.
Don’t forget to celebrate–you survived your first week!

Weeks two to four

Set up time with team members and other partners to get to know them and their working styles.
Do, or continue to do, some light reading about the industry, the company, or your role.
Set goals for yourself and list all the things you want to know more about.
Think about how to best organize your work and structure your day.

Month six

Confirm that you have a strong sense of your leader’s expectations.
Reflect and address your opportunity areas.
Create a plan to address any challenges you’re experiencing in the role.
Discuss your performance with your leader, even informally.
Celebrate your successes!

Some of these tasks should continue beyond six months (you should never stop learning or reflecting!), so a great next step is identifying which tasks to include in your ongoing development plan. And when someone new joins your team, you’ll have some great tips to share.

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You got the job, now make a smooth transition

Congrats, you got the job! After weeks of interviewing, prepping, and anticipating, the long wait is finally over. You’ve given notice at your current job, you’ve accepted your new job offer, and set a start date.

Now what?

Wrap up. Whether you disliked your old job or are just moving to a new opportunity, make sure to leave on good terms and help to wrap up loose ends. Make a plan with your leader on what you should tackle before you go and what needs to be deferred for your successor. A good task to complete before you go? Collect procedures, resources, projects, and tasks that can help new hires get a handle on their new position. A few examples: What meetings should they attend? What are all the projects and tasks they’re responsible for? How will they be measured?

Communicate. Let your direct manager take the lead on the plan, just make sure the right stakeholders are aware that you are exiting your role and when. Let everyone know your goals for your remaining time in job and indicate any contingency plans.

Manage expectations. On that note, accept that you simply cannot get to everything in two weeks. Some projects and tasks will not be completed and will have to wait for the next person to fill your role or a current peer to take them on. Do your best, but don’t overexert yourself. There’s a new challenge on the horizon!

Address the administrative stuff. Don’t forget the odds and ends like turning in keys, cleaning out your desk, returning your laptop, or filling out paperwork. Contact your HR department to see if they have a checklist for those vacating a position or leaving the company.

Say goodbye. This is a little different from the communication piece because this step is less about setting timelines and more about saying farewell to your beloved co-workers. Want to take it a step further? Send an email or handwritten note to those who have influenced your career or made a difference in your life. Add them on LinkedIn to stay in touch.

As a final caution, avoid taking your last two weeks as a vacation. Chances are, you’ll just be hurting a valued peer or damaging your own reputation. And you never know when you’ll encounter a former colleague or leader in the future.

Stay tuned for our blog on Kicking off your new role.

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