Marlan Delgado is a Managing Director in CNM’s Los Angeles office with 12 years of experience in external, internal audits and Sarbanes Oxley Act of 2002 (SOX) compliance within various industries. As a trusted advisor, Marlan provides value-added services that help organizations achieve their business objectives by leading project teams and working closely with clients to identify potential risks, internal control gaps and weaknesses within their business, and assist in providing invaluable solutions to remediate risks. Marlan evaluates risks and internal control environments in a variety of assessments such as financial, fraud, and/or enterprise risk assessments. She also performs root cause analyses to further understand business risks and provides process improvement opportunities that are suitable yet sustainable to an organization. Such improvement opportunities include, but not limited to, areas in system implementation and configuration, policy and procedure documentation enhancements, and operational and financial reporting procedures. Additionally, Marlan assists in designing and testing internal controls for effectiveness to ensure that business risks are effectively mitigated.
Prior to joining CNM, Marlan was employed at CohnReznick, LLP as a risk and business advisory senior manager overseeing the firm’s governance, risk, and compliance practice in the western region. As a senior manager, Marlan sustained client relationships, managed project lifecycles with complex business objectives from planning and staffing to execution and final project delivery in the following industries: healthcare, life sciences and biotechnology, and real estate. In addition, Marlan primarily project managed engagements in SOX, internal audit, and enterprise risk management.
Furthermore, Marlan attained her technical knowledge and industry experience while working at KPMG LLP as an advisory manager handling two of their largest healthcare insurance clients in the pacific southwest region of the US. She planned and executed complex internal audit projects focused on revenue reporting, actuarial reserves, procure-to-pay, and cash management. Concurrently, she oversaw SOX engagements averaging a control environment of two hundred fifty to three hundred key controls. Marlan worked closely with senior leaders and their external auditors understanding and identifying ways to cut through their business complexity.