Gary Zeune provides his own data projector. Other speakers will need a data and/or overhead projector.

All speakers need usual stuff. Screen, flipchart and markers, bar stool and head table with water, wireless microphone for 40+ and power strip. Details will be confirmed when courses are scheduled.

1. How to change years of practice to minimize your malpractice liability
2. What’s not OK as technical training and proficiency
3. Learn how a new client puts you and your firm at risk….and you won’t even know it
4. Do you need to realign existence/observation/valuation assertions as audit evidence
5. How the Risk Standards differ from previous requirements
6. Planning and supervision is not _______________________ (fill in the blank)
7. Determine if you’re complying with the new ‘reasonable assurance’ requirement
8. Learn why the new materiality is NOT a percentage or amount
9. You’ve found a misstatement……now what’s required
10. Do you know when ANY amount of misstatement is material
11. Learn the two best, no cost, ways to protect yourself
12. When is what management tells you NOT audit evidence
13. Find out when you’re required to document internal controls
14. Get the 3 simple questions for the required understanding of controls
15. Learn when you required to dig deeper
16. When should you audit more than year end numbers
17. If you don’t comply with this one requirement you are not permitted to issue any kind of opinion

1. GAO major changes (1) ethics and independence, (2) professional judgment and competence, (3) quality control and assurance (5) all types of GAGAS audits and attestation engagements, (5) internal auditors, (6) financial audits, (7) attestation engagements, (8) performance audits, (9) guidance material.
2. Latest techniques to comply with SAS 1 – 103 and the most recently issued and proposed standard including SAS 112 to 114 to avoid peer review deficiencies and malpractice liability including……SAS 99 (Fraud), 54 (Illegal Acts), 56 (Analytical Procedures), 45 (Related Parties), 59 (Going Concern), 67 (Confirmations), 102 (Should), 103 (Documentation) and others
3. AICPA audit quality centers, statements of position, practice aids, technical bulletins
4. Actual cases of auditors failing to comply with new and existing, long ago issued, standards including……
5. Losing independence and violating ethics requirements
6. Failing to understand the client’s business
7. Losing control of the confirmation process
8. Ignoring significant risks and failing to modify the audit program
9. Failure to properly audit related party transactions
10. Failure to audit management assertions
11. Failure to understand material transactions are just a percent or amount

1. How one company lets employees ‘do-their-own-thing’ and makes huge profits
2. Latest on how companies are using simple technique to minimize health care costs
3. 7 strategies to select better employees who stay longer dramatically reducing costs
4. How leading edge companies are changing the way they price their products and making a LOT more money
5. Two successful techniques small companies use to battle large rivals
6. Learn how you can learn to take “creative risks” to manage your business, rather than letting it manage you
7. “Extraordinary guarantees” can drive sales, or bankrupt you, don’t make these 2 fatal mistakes
8. How two people turned a ‘Can I have one too’ into a successful small business
9. Just for fun: How 14 famous people failed then succeeded, and the lessons learned
10. How compensation put lives at risk……..an extreme example of dysfunctional pay systems
11. Want to increase the bottom line……Change the way the information is presented to the customer
12. How companies control costs with subscribers instead of customers

1. Latest trends and techniques to detect and prevent fraud/theft/abuse
2. Jury finds guilty of gross negligence for missing a fraud – the $170 million will bankrupt the firm
3. How one company mislead customers about its product and paid the price, violating SAS 54
4. Find out what scientists have discovered why people commit fraud/steal/embezzlement
5. How and why a CFO was convicted of fraud and is now in jail
6. Why a company and 3 executives paid a $600+ million criminal settlement
7. 10 questions to gauge your fraud IQ
8. How funeral homes and household movers put accountants at risk
9. New regulations that dramatically increase the risk of fraudulent financial reporting
10. How a pharmacist killed customers for the bottom line
11. What airport behavior and fraud have in common
12. Inexpensive, but effective, fraud prevention techniques
13. Environmental fraud: it’s not illegal mid-night dumping (violating auditing standard)
14. How management can prevent fraud by example

• Types of NPOs at risk of fraud and abuse
• Types of and who commits fraud and abuse against NPOs
• Comprehensive model for controlling fraud and abuse in NPOs
• Purchasing and disbursement schemes
• Preventing fraud and abuse through sound HR and administrative policies
• Management and board responsibilities and liabilities

Fraud and abuse in and on government entities:

• The special nature of government fraud and abuse
• Corruption and funding of public bodies
• Computer systems. . . . the loose cannon of government fraud and abuse
• Key revenue and expenditure manipulations, risks, detection and controls
• Risks and controls over benefits, claims, grants and rebates
• Fraud and abuse committed ON the government entity

• Just because you made a sale doesn’t mean the cash went in the drawer
• Do you know who your highest paid employees are (hint: this is a fraud course)
• How employees steal money from your checking account (and a simple way to protect it)
• How employees collude with vendors and customers to steal you blind
• See how easy it is to steal inventory and other goods
• Find out why corruption is soooooo hard to detect, and how to do it
• Kickback and bid-rigging schemes aren’t on the books, so what can you do
• Don’t let employee bribery and conflicts of interest harm your bottom line
• How employees manipulate non-financial measurements to steal from you

1. Why isn’t the controller having the desired impact
2. How do you decide if you want to work for someone
3. How to get your staff to understand their impact on the bottom line
4. Situational leadership: how to use different ‘styles’ to accomplish what needs to get done
5. How to get employees to take bold risk and solve their own problems
6. How to ‘brand’ yourself to maximize your value
7. How to manage employee conflict, anger and emotions
8. How to cultivate finance talent from bottom to top
9. How to get that open CFO job
10. Learn to get customers, employees, vendors and management to trust you
11. How to use business intelligence to build the bottom line

Sample case studies:
100-key adding machines vs. 10-key
K-Mart vs. Wal-Mart
DVD vs. VHS
Cell phones vs. land lines

SAS 1 -- Training and Proficiency, Independence, Due Professional Care, Inventories, Adherence to GAAP, Subsequent Events.
SAS 22 -- Planning and Supervision.
SAS 31 -- Evidential Matter.
SAS 37 -- Fillings Under Federal Securities Statutes.
SAS 39 -- Audit Sampling.
SAS 45 -- Substantive Tests Prior to Balance Sheet Date.
SAS 45 -- Related Parties.
SAS 47 -- Audit Risk and Materiality.
SAS 54 -- Illegal Acts by Clients.
SAS 56 -- Analytical Procedures.
SAS 57 -- Auditing Accounting Estimates.
SAS 67 -- The Confirmation Process.
SAS 84 -- Communications Between Predecessor and Successor Auditors.
SAS 99 -- Consideration of Fraud in a Financial Statement Audit.

1. By studying the elements in the perpetrating of real cases, learn how fraud has many more disguises than we knew
2. How a major fraud was detected because of the “color of ink”
3. The legal ramifications, both criminal and civil, of frauds, including those who are inadvertently connected with the fraud
4. The staggering civil costs in fines to those were convicted of nothing
5. How white collar crime has evolved through the past two decades
6. How a single “sales person”, auditor, or lawyer can destroy a huge company
7. What the implementation of Sarbanes Oxley really means to non-public companies
8. How “off balance sheet” entities have been misused in sophisticated crimes
9. How to determine Truth and Reality as compared to Accuracy
10. How to make a “road map” for an ethical corporation
11. “Tools” you can immediately use to spot areas of potential fraud and markers
12. How to not look guilty or incompetent because of a lack of deniability due to the actions of others

• Get the terms you want in negotiations and business relationships.
• Avoid contract pitfalls.
• Exploit technology as a tool of negotiation.
• Exploit technology as a tool of negotiation.
• How to turn records into your allies.
• Accountants can be held liable for many missteps beyond just malpractice... do you know how to protect yourself and your firm?
• Understand how computer forensics is changing even the best legal practices.
• Lessons from recent business scandals.
• Learn how savvy accountants know when crooks are abusing corporate computer networks.
• What new expectations does society have for law-abiding executives, enterprises and professional firms?
• Tips for procuring software or technology consulting.

1. Criminal prosecution of Arthur Andersen for destroying records
2. Legal theory of record retention policies
3. Coping with the unique legal properties of e-mail
4. The proliferation of e-mail and other electronic records
5. The magic of computer forensic experts
6. How to reform your record retention policies to protect yourself
7. Unraveling the confusion around electronic signatures
8. How computer forensic experts uncover damaging information
9. New Federal Rules on discovery of e-mail and other e-records in litigation.
10. Record creation/delivery/retention rules for using electronic commerce with consumers
11. The new laws requiring companies to notify customers of identity theft and consumer privacy
12. Your liability for insecurity of e-records and information systems