Grameenphone

01The challenge

As Director and Head of Audit, I was tasked with improving the internal audit function’s productivity, quality and business impact.

02The transformation

I flattened the organisational structure, clarified delivery accountability and introduced a target of six audits per auditor annually. By resizing the team and outsourcing routine audit work, we reduced team costs by 40%.

I implemented TeamMate to improve audit discipline, documentation and evidence quality, enabling management to engage directly with the basis for audit findings. This strengthened credibility and increased recommendation implementation.

We also introduced IDEA analytics, forensic investigation and continuous auditing capabilities. Reviews of marketing expenditure identified control improvements and delivered substantial savings over subsequent years.

03Outcomes and recognition

The function completed its first external Quality Assessment Review (QAR) and was recognised by Telenor Group as one of its leading audit functions. The team subsequently supported audit assignments in Myanmar and Thailand.

04Client relevance

This experience demonstrates how a focused operating model, disciplined execution, robust evidence and advanced analytics can reduce cost, strengthen assurance, accelerate remediation and increase internal audit’s strategic value.