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13th October, 2026 | 09:00 - 12:30 CET
14th October, 2026 | 09:00 - 12:30 CET
In the context of digitalization, new technologies keep emerging, some entirely new, some further developments of existing technologies, and some arising from the interaction of existing technologies with one another. Organizations need to be able to identify, analyze, and assess these technologies. For internal audit, this means: it must likewise identify, analyze, and assess these technologies, in order to understand the associated risks, and to be able to judge whether the organization's strategic approach to these technologies is sound and what risks arise from it.
Core Topics and Guiding Questions
Stage 1: Discovering and Identifying Future Technologies
- What future technologies currently exist, and how can an overview of them be gained?
- How does an organization identify new or emerging technologies early, before they become widely known?
Stage 2: Classifying Technologies
- Is this a completely new technology, a further development of an existing technology, or does it arise from the interaction of already existing technologies?
- How can a new or extended technology be systematically classified and assessed?
Stage 3: New Processes and Needs
- What new processes arise from the use of this technology within the organization?
- What new needs, in terms of competencies, resources, structures, arise as a result?
Stage 4: Consequences for Audit Work
- What new audit topics arise from these new processes and needs?
- What audit methodology is needed to trace this chain from discovery and identification through classification to processes and needs in a comprehensible way?
The Approach of This Seminar
This seminar does not provide a list of current trend topics that would become outdated after a short time, but an analytical framework that can be applied to any new or extended technology: from discovery and identification, through classification and the resulting processes and needs, to the consequences for audit work. Artificial intelligence is just one example among several here, the framework can equally be applied to technologies such as quantum computing or distributed ledger technologies. For internal audit, this means: it gains a repeatedly applicable methodology instead of a body of knowledge that becomes outdated as soon as new technologies emerge.
Target Audience
All auditors, particularly those with responsibility for risk and technology monitoring.
Trainer:
Christoph Deeg has spent more than 20 years working on the design of the digital-analog living environment and helps organizations develop comprehensive digital-analog strategies. For 13 years, he has been applying this expertise for the Audit Research Center (ARC-Institute), translating it specifically into the logic of internal audit. In doing so, he has worked with a large number of international audit functions of varying size. His focus is on thinking beyond classic audit logic - he is brought in when it comes to restructuring an audit function or developing new audit and internal control strategies. His approach is consistently systemic, while remaining closely oriented toward audit practice. The value for participants accordingly lies not in classic audit knowledge, but in the ability to precisely identify and assess scope, strategy, and new topics, particularly digital ones. In this way, he connects the perspective of digital transformation as a whole with the concrete requirements of audit practice.
23rd November, 2026 | 13:30 - 17:00 CET
24th November, 2026 | 13:30 - 17:00 CET
Give your readers findings they never have to decode.
Stakeholders judge internal audit one finding at a time. A strong finding builds credibility and gets action – a weak one wastes the reader’s time, and audit pays for it in trust.
This workshop is squarely focused on writing audit findings: guidance, language, and exercises for each attribute in line with the IIA’s Global Internal Audit Standards – one red thread from the finding title to agreed actions that mitigate the identified risk and pave the way to achieving the organization’s objectives.
The bar is high and specific: findings the reader understands in one pass and answers with “got it – we’ll do it.” When findings hit that bar, the conversation with audit clients changes – less negotiating over words, more discussion of the risk and what it means to the business. And the benefit travels upward: the executive summary is distilled from the findings – stronger findings make a stronger summary.
This is a working workshop: concepts are explored through discussion and exercises, with writing practice and live critique from the group and the trainer in every round – ensuring participants leave writing stronger findings, starting with the very next finding they draft.
What changes:
– Findings are complete and coherent – nothing missing, nothing padded, every element pulling in the same direction.
– Risks resonate – readers feel them and see what they mean for the business.
– Readers finish each finding knowing exactly what happens next – and why it’s worth doing.
– Writing gets faster – writers know what goes where and why, so the circling stops.
– Review rounds decrease – findings arrive closer to final, and the wording holds when audit clients push back.
Working material: The strongest results come from working on your own writing – participants are encouraged to bring anonymized findings from their own audits, and realistic practice material is provided as an alternative. For in-house deliveries, the team works on its own findings in its own confidential environment.
Trainer:
Tracie Marquardt is a 2024 and 2025 Beacon Award recipient and sought-after Audit Results Strategist. She helps Chief Audit Executives and their teams transform audit results through communication, leadership, and productivity.
As an audit reporting expert, Tracie addresses audit's core challenge: deriving and communicating results that add value to stakeholders. She guides teams in redesigning outdated audit report templates and builds their capability to deliver exceptional reporting at the intersection of human judgment and AI-driven communication.
Tracie has trained 13,000+ international internal auditors across industries. She is a keynote speaker at audit conferences worldwide.
She launched Inspiring Women in Audit in 2024, the industry podcast amplifying women's voices in internal audit around the globe. The podcast has a supporting LinkedIn community of over 600 internal audit professionals.
1st December, 2026 | 13:30 - 17:00 CET
2nd December, 2026 | 13:30 - 17:00 CET
Connect the dots – don’t hand your board a puzzle.
For your most senior stakeholders, the executive summary is the audit report – it’s all they read. Too many executive summaries are still a list of findings, and a list is not a message.
This workshop is dedicated entirely to the executive summary: what belongs there, what doesn’t, and how to write an audit conclusion that delivers a message – insight the reader can act on, not a recap of the fieldwork results. Guidance, language, and exercises from the audit conclusion through the key issues, including tone, balance, and formality for the most senior readers in the organization.
The bar: a senior reader – audit committee member, board member, C-suite – understands the message in one pass, unaided. What happened, why it matters, and what happens next, without ever flipping back to the detail. That’s when the executive summary starts doing its job.
This is a working workshop: concepts are explored through discussion and exercises, with writing practice and live critique from the group and the trainer, ensuring participants leave able to turn any set of findings into one clear message.
What changes:
– Executive summaries deliver a conclusion – one clear message, not a findings recap.
– Insight replaces repetition – readers get the what, the why, the so what, and the now what.
– Senior readers act after one reading – no clarifying emails, no “what does this mean for us?”
– Writing the executive summary gets faster – the hardest page in the report stops being written last, worst, and under the most pressure.
– Conversations at the top change – less explaining the report, more discussing the risks in it.
For: Auditors-in-charge and above – whoever writes, assembles, or owns the executive summary.
Recommended prerequisite (not required): Deep Dive: Findings. The executive summary is distilled from the findings – if the findings are weak, no summary can save them.
Working material: The strongest results come from working on your own writing – participants ideally bring an anonymized report from their own audits to work with; realistic practice material is provided as an alternative. For in-house deliveries, the team works on its own reports in its own confidential environment.
Trainer:
Tracie Marquardt is a 2024 and 2025 Beacon Award recipient and sought-after Audit Results Strategist. She helps Chief Audit Executives and their teams transform audit results through communication, leadership, and productivity.
As an audit reporting expert, Tracie addresses audit's core challenge: deriving and communicating results that add value to stakeholders. She guides teams in redesigning outdated audit report templates and builds their capability to deliver exceptional reporting at the intersection of human judgment and AI-driven communication.
Tracie has trained 13,000+ international internal auditors across industries. She is a keynote speaker at audit conferences worldwide.
She launched Inspiring Women in Audit in 2024, the industry podcast amplifying women's voices in internal audit around the globe. The podcast has a supporting LinkedIn community of over 600 internal audit professionals.
17th November, 2026 | 13:30 - 17:00 CET
18th November, 2026 | 13:30 - 17:00 CET
Fundamentals first – before bad habits and AI shortcuts set in.
An audit report is internal audit’s business card – for many stakeholders, it’s the only contact with audit they will ever have. Yet most new auditors learn testing first, documentation second, and writing on the job – if at all.
This workshop builds the foundation in the right order: what audit reports are for, who actually reads them, and what those readers need – because stakeholders drive what auditors write. From there, it moves to the audit finding, the building block of every report, and what makes a finding effective.
AI will happily draft a finding for anyone. But a writer who doesn’t yet know what a good finding looks like cannot judge what AI hands them. This workshop builds that judgment – brains first, then AI.
This is a working workshop: activities build the skill of constructing effective findings step by step, with group and trainer feedback – participants leave having written real findings, not just heard about them.
What changes:
– New auditors understand the why before the how – reports exist to change something, not to document effort.
– Stakeholder thinking starts on day one – who reads audit reports, and what each reader needs from them.
– Findings stop being intimidating – writers know the pieces, how they fit, and where to start.
– First drafts become usable drafts – reviewers inherit workable material instead of blank-page struggles.
– Confidence arrives early – before the fear of the empty page sets in.
For: New internal auditors – and anyone writing their first audit reports, whatever path brought them to audit.
Next step: Deep Dive: Findings, when they’re ready to go deeper.
Working material: Everything is provided – no prior audits, findings, or reports needed. Participants learn what a good finding looks like from the start – not from past reports sitting in the archive.
Trainer:
Tracie Marquardt is a 2024 and 2025 Beacon Award recipient and sought-after Audit Results Strategist. She helps Chief Audit Executives and their teams transform audit results through communication, leadership, and productivity.
As an audit reporting expert, Tracie addresses audit's core challenge: deriving and communicating results that add value to stakeholders. She guides teams in redesigning outdated audit report templates and builds their capability to deliver exceptional reporting at the intersection of human judgment and AI-driven communication.
Tracie has trained 13,000+ international internal auditors across industries. She is a keynote speaker at audit conferences worldwide.
She launched Inspiring Women in Audit in 2024, the industry podcast amplifying women's voices in internal audit around the globe. The podcast has a supporting LinkedIn community of over 600 internal audit professionals.
10th November, 2026 | 09:00 - 12:30 CET
Objective
Internal Audit should not be viewed merely as a cost center, but as a Confidence Center for the Board and the organization. Based on the Global Internal Audit Standards 2024, this seminar explains how Internal Audit strengthens confidence in governance, risk management, decision making, and organizational oversight. Participants will examine how purpose, integrity, professional courage, independence, and strategic alignment create the institutional foundations for reliable assurance. The seminar also demonstrates how disciplined, evidence based audit work turns findings into insight, foresight, and sustainable improvement. Particular attention is given to what Boards and Audit Committees genuinely expect from a modern Internal Audit function. Participants will learn how to articulate and demonstrate the value of Internal Audit as a source of justified organizational confidence.
Agenda
• From Cost Center to Confidence Center
• Purpose, integrity, objectivity, and professional courage
• Independence, mandate, and Board oversight
• Strategic planning and evidence based audit execution
• How Internal Audit creates justified confidence and sustainable impact
Trainer
Torben Hilbertz is an international Board Member, Chair of several Audit Committees, and an experienced Governance, Risk, Finance, and Internal Audit leader with close to 30 years of international experience across Europe and the Middle East.
He currently serves as a Board Member and Chair of the Audit and Risk Committee of a publicly listed healthcare group, chairs the Audit Committees of two leading FinTech entities, and is an Audit Committee Member of a growing airline.
Previously, Torben held senior Internal Audit leadership positions at SWISS International Air Lines, Abu Dhabi Airports, and Abu Dhabi Health Services Company. He has built and transformed Internal Audit, governance, and risk management functions across aviation, healthcare, financial services, logistics, and international corporate groups.
He began his career with Arthur Andersen and combines extensive Board and executive experience with deep expertise in Corporate Governance, Behavioral Risk Management, data analytics, and the future development of Internal Audit. Torben holds the CIA, CFE, and CC professional certifications.
8th December, 2026 | 09:00 - 12:30 CET
Objective
The risk environment is changing faster than traditional Internal Audit models can respond. This seminar presents Internal Audit Vision 2030, in which Internal Audit evolves from a predominantly retrospective assurance function into a Strategic Intelligence and Resilience Architecture. Participants will explore five integrated pillars covering strategic alignment, continuous risk intelligence, behavioral risk, AI enabled assurance, and Board level value protection. The seminar demonstrates how dynamic risk portfolios, continuous monitoring, data analytics, and scenario simulation can strengthen the relevance of Internal Audit. It also examines the future competencies, technologies, and operating models required by Internal Audit functions. Participants will leave with a structured roadmap for developing a future ready Internal Audit function.
Agenda
• Why the traditional Internal Audit model will no longer be sufficient
• The five pillars of Internal Audit Vision 2030
• Continuous Risk Intelligence and Behavioral Risk Analytics
• AI enabled assurance, data analytics, and Board reporting
• Future competencies, operating model, and transformation roadmap
Trainer
Torben Hilbertz is an international Board Member, Chair of several Audit Committees, and an experienced Governance, Risk, Finance, and Internal Audit leader with close to 30 years of international experience across Europe and the Middle East.
He currently serves as a Board Member and Chair of the Audit and Risk Committee of a publicly listed healthcare group, chairs the Audit Committees of two leading FinTech entities, and is an Audit Committee Member of a growing airline.
Previously, Torben held senior Internal Audit leadership positions at SWISS International Air Lines, Abu Dhabi Airports, and Abu Dhabi Health Services Company. He has built and transformed Internal Audit, governance, and risk management functions across aviation, healthcare, financial services, logistics, and international corporate groups.
He began his career with Arthur Andersen and combines extensive Board and executive experience with deep expertise in Corporate Governance, Behavioral Risk Management, data analytics, and the future development of Internal Audit. Torben holds the CIA, CFE, and CC professional certifications.
17th November, 2026 | 09:00 - 12:30 CET
Objective
Corporate Governance must increasingly move beyond compliance and periodic oversight. This seminar introduces Corporate Governance 5.0 as a future oriented framework based on trust, resilience, adaptability, and sustainable value creation. Participants will explore how artificial intelligence, cyber threats, geopolitical fragmentation, platform economies, and ecosystem dependencies are changing the responsibilities of Boards. The seminar expands the governance perimeter beyond the legal entity to include strategic partners, suppliers, platforms, infrastructure providers, and other critical stakeholders. It also examines the competencies required by the Board of the future and the transition from quarterly reporting to continuous governance information. Participants will gain a practical perspective on how organizations can begin their journey towards continuous value stewardship.
Agenda
• The evolution from Corporate Governance 1.0 to Corporate Governance 5.0
• Trust, resilience, and adaptability as foundations of sustainable value creation
• New governance requirements arising from AI, cyber risk, and geopolitical change
• Ecosystem Governance and the Board of the future
• Continuous Governance and the transformation journey towards Governance 5.0
Trainer
Torben Hilbertz is an international Board Member, Chair of several Audit Committees, and an experienced Governance, Risk, Finance, and Internal Audit leader with close to 30 years of international experience across Europe and the Middle East.
He currently serves as a Board Member and Chair of the Audit and Risk Committee of a publicly listed healthcare group, chairs the Audit Committees of two leading FinTech entities, and is an Audit Committee Member of a growing airline.
Previously, Torben held senior Internal Audit leadership positions at SWISS International Air Lines, Abu Dhabi Airports, and Abu Dhabi Health Services Company. He has built and transformed Internal Audit, governance, and risk management functions across aviation, healthcare, financial services, logistics, and international corporate groups.
He began his career with Arthur Andersen and combines extensive Board and executive experience with deep expertise in Corporate Governance, Behavioral Risk Management, data analytics, and the future development of Internal Audit. Torben holds the CIA, CFE, and CC professional certifications.
24th November, 2026 | 09:00 - 12:30 CET
Objective
Most major governance failures are not caused by missing controls, but by how people behave under pressure, incentives, and organizational silence. This seminar introduces Behavioral Risk Analytics as a structured approach for making the human dimension of risk observable, measurable, and auditable. Participants will learn how behavioral drivers, leadership tone, psychological safety, and incentive systems influence decisions and control effectiveness. The seminar explains how Behavioral Risk Indicators can complement traditional Key Risk Indicators by identifying conditions for failure before an incident occurs. It also demonstrates how behavioral analysis can be integrated into audit planning, fieldwork, root cause analysis, and Board reporting. Practical cases and an implementation roadmap help participants transfer the approach to their own organizations.
Agenda
• Why traditional control testing often fails to identify behavioral risk
• Behavioral Risk Analytics, Behavioral Risk Indicators, and maturity models
• Integrating behavioral analysis across the Internal Audit lifecycle
• Lessons from major international corporate failures
• Behavioral Risk Dashboards, AI, and practical implementation
Trainer
Torben Hilbertz is an international Board Member, Chair of several Audit Committees, and an experienced Governance, Risk, Finance, and Internal Audit leader with close to 30 years of international experience across Europe and the Middle East.
He currently serves as a Board Member and Chair of the Audit and Risk Committee of a publicly listed healthcare group, chairs the Audit Committees of two leading FinTech entities, and is an Audit Committee Member of a growing airline.
Previously, Torben held senior Internal Audit leadership positions at SWISS International Air Lines, Abu Dhabi Airports, and Abu Dhabi Health Services Company. He has built and transformed Internal Audit, governance, and risk management functions across aviation, healthcare, financial services, logistics, and international corporate groups.
He began his career with Arthur Andersen and combines extensive Board and executive experience with deep expertise in Corporate Governance, Behavioral Risk Management, data analytics, and the future development of Internal Audit. Torben holds the CIA, CFE, and CC professional certifications.
19th October, 2026 | 13:00 - 16:30 CET
26th October, 2026 | 13:00 - 16:30 CET
Communication today takes place across a growing number of different channels, ranging from social media to messaging services to more traditional approaches such as a company's own website. In addition, technologies such as artificial intelligence already have a major influence on communication today and in the future, and it is to be expected that technological approaches such as smart glasses or similar will further change communication going forward. This situation means that every organization must revise and further develop its existing communication structures, and above all its communication strategy. This affects both internal and external communication. From internal audit's perspective, this means that it must develop a new understanding of digital communication and expand its audit strategies in this area. This is happening at a time when the speed at which new communication models emerge is steadily increasing.
Core Topics and Guiding Questions
Understanding: Communication Strategies and Structures in the Digital Age
- How is communication changing today, what new platforms, channels, and forms of communication are emerging?
- What technological developments are changing communication, and what role does artificial intelligence specifically play in this area?
- How are the business models of the providers of the communication platforms used changing, and what consequences does this have for the organization?
- What effects do these changes have on an organization's communication strategy and communication structures?
- How is the relationship between centrally managed and decentralized communication changing, for example through employees or third parties?
Auditing: Consequences for Audit Work
- How does internal audit assess whether an organization has an explicit, up-to-date communication strategy and structure at all?
- What audit methodology is needed to capture communication strategy and structure as a whole, rather than looking at individual channels or technologies in isolation, and how can this be connected to existing governance structures and the Internal Control System (ICS)?
- How does internal audit assess whether an organization is prepared for risks arising from the interplay of communication channels and technologies such as artificial intelligence?
- How does internal audit audit a continuously changing communication landscape, when a snapshot of the current status quo is not sufficient for this purpose?
The Approach of This Seminar
This seminar treats digital communication neither as a list of individual platforms nor as a purely artificial-intelligence topic, but as a question of an organization's communication strategy and structure in the digital age. Artificial intelligence and other digital technologies are treated as influencing factors, not as the sole subject. For internal audit, this means: audits capture the organization as a whole in terms of its communication strategy and structure, rather than treating individual channels or technologies separately. For participating auditors, this provides a methodology that can also be applied to future new channels and technologies.
Target Audience
All auditors, particularly those with a focus on IT, communication, or governance.
Trainer:
Christoph Deeg has spent more than 20 years working on the design of the digital-analog living environment and helps organizations develop comprehensive digital-analog strategies. For 13 years, he has been applying this expertise for the Audit Research Center (ARC-Institute), translating it specifically into the logic of internal audit. In doing so, he has worked with a large number of international audit functions of varying size. His focus is on thinking beyond classic audit logic, he is brought in when it comes to restructuring an audit function or developing new audit and internal control strategies. His approach is consistently systemic, while remaining closely oriented toward audit practice. The value for participants accordingly lies not in classic audit knowledge, but in the ability to precisely identify and assess scope, strategy, and new topics, particularly digital ones. In this way, he connects the perspective of digital transformation as a whole with the concrete requirements of audit practice.
27th October, 2026 | 09:00 - 12:30 CET
28th October, 2026 | 09:00 - 12:30 CET
Organizations today face a growing number of challenges whose underlying issues are increasingly interconnected and, taken together, are changing the way organizations work. This development raises the fundamental question of whether classic, project-based transformation processes can still meet these demands, and what alternatives exist. For internal audit, this is significant: its task is not to audit a single transformation process in isolation, but to identify and assess opportunities and risks across all levels of an organization affected, and to do so, it is necessary to understand what transformation, both today and in the future, actually entails. This is exactly where this seminar begins.
Core Topics and Guiding Questions
Understanding: Transformation as a Whole
- Is the classic, project-based view of transformation still sufficient to capture the challenges organizations face today, and what alternatives exist?
- How can an organization's option space be systematically captured — what already exists, what is possible with today's means, what is conceivable in principle, and how does this systematic approach help identify previously unknown or future risks within the Internal Control System (ICS) at an early stage?
- What different models and analytical approaches enable different perspectives on the transformation of one's own organization, and help audit today's and future transformation processes more effectively?
- What further factors, structures, competencies, decision-making logics, influence an organization's ability to transform?
- How might the demands placed on organizations and their capacity for transformation evolve in the coming years?
Auditing: Consequences for Audit Work
- What new audit topics arise once transformation is understood not as a single project, but as an ongoing, multidimensional process?
- What audit methodology is needed to identify and assess opportunities and risks across multiple levels simultaneously, structure, culture, competencies, technology, and how can established frameworks such as COSO be extended for this purpose?
- How does internal audit assess whether an organization has actually recognized its own option spaces and interdependencies?
- How must internal audit's audit strategy evolve as the understanding of transformation processes in practice changes?
The Approach of This Seminar
This seminar does not address transformation through a single model or a linear process, but within the framework of the digital-analog option space, as an interplay of multiple perspectives on the organization as a whole. For internal audit, this means: audits become more precise, because they capture the organization as an overall system rather than as a sequence of individual processes. For participating auditors, this also means more efficient auditing, because it is clear from the outset at which levels transformation risks and opportunities may appear.
Target Audience
All auditors, in particular those who audit or support transformation initiatives and programs.
Trainer:
Christoph Deeg has spent more than 20 years working on the design of the digital-analog living environment and helps organizations develop comprehensive digital-analog strategies. For 13 years, he has been applying this expertise for the Audit Research Center (ARC-Institute), translating it specifically into the logic of internal audit. In doing so, he has worked with a large number of international audit functions of varying size. His focus is on thinking beyond classic audit logic - he is brought in when it comes to restructuring an audit function or developing new audit and internal control strategies. His approach is consistently systemic, while remaining closely oriented toward audit practice. The value for participants accordingly lies not in classic audit knowledge, but in the ability to precisely identify and assess scope, strategy, and new topics, particularly digital ones. In this way, he connects the perspective of digital transformation as a whole with the concrete requirements of audit practice.
25th November, 2026 | 09:00 - 12:30 CET
The Future is today! The Way To Audit Excellence! Unlock the Power of Internal Audit, Generative AI and Agentic AI to Transform Your Internal Audit Function
What is your audit team development strategy for the effective use of AI in internal auditing? Did you already start to create your virtual AI Audit Team?
In this exciting presentation, we show you how you can further develop your internal auditing along a 5-stage maturity model based on the roadmap of the so-called Magnificent Seven. We guide you through the different phases of AI integration along the audit process with practical examples.
Each CMMi level is designed to increase your team's productivity, improve audit quality and drive continuous improvement.
Whether you are just getting started or looking to optimise your existing process architecture for internal audit or your AI tools, the CMMi Audit Development Map provides you with the strategic insights and leverage you need to best realise the full potential of AI in your audit function.
Discover how practical AI solutions can help you achieve greater productivity in your audit team. Learn how you can improve your team's performance step by step in this presentation. Ready to elevate your internal audit team’s performance? Discover how practical AI solutions can help you achieve more. Learn more about our 5-Level AI Audit Approach in this presentation and see how you can transform your audit function.
AI transformation of internal audit processes | Daily quality and productivity improvements
Scalable and practical implementation of artificial intelligence
- First things first – feature engineering, audit methodology expertise as a baseline
- Creation of scalable and practical AI implementation processes
- AI Audit Agents transform daily procedures
- Next Level Auditing: Multi-Agents help manage your daily audit work routine
- The new AI reality: Continuous Audit Risk Assessment finally becomes a reality
Trainer:
Dr. Dominik Foerschler, PhD, CIA, CRMA, MD Audit Research Center | ARC Institute
awarded by Richard Chambers as Internal Audit Beacon Award Winner and Top 10 Global Thought Leader for Internal Audit.
In over 30 years of professional experience at Deutsche Bank, Canadian Imperial Bank CIBC and BMW in responsible management positions, with international assignments in Toronto, Chicago, New York, Madrid and London, Dominik is today the author of numerous expert books and articles in the field of Internal Audit, GRC and human resources development in renowned professional journals as well as the editor of a book series.
After holding various management positions and working as executive assistant to the President of the University of Frankfurt am Main, Germany and faculty member of the Management Research Center; Dominik now heads the Audit Research Center | ARC Institute as Managing Director. As Chairman of the Digital Transformation Board, he is also responsible for the development of new learning methods such as Gamified Training or the developed AI Digital Transformation Audit Stress Test as an audit methodology concept.