Associate, Audit & Risk

Most organisations treat audit and risk as the department that says no. We are building the function that makes yes possible — safely, at scale, across hundreds of farming clusters and thousands of smallholder farmers who depend on what we get right.

What You Will Help Build:

• A scalable internal controls framework that works across our farm clusters — consistent, field-tested, and trusted by operations leadership.
  
• A compliance and reporting infrastructure that gives our donors and impact investors real-time confidence in how their capital is deployed.
  
• A compliance and reporting infrastructure that gives our donors and impact investors real-time confidence in how their capital is deployed.
  

• Design and implement a monitoring cadence for controls at the farm cluster level that does not require central oversight to function.
  
• Create a compliance calendar and evidence-management system that survives key-person dependency.
  
• Conduct fraud risk assessment of field operations, identifying the top five exposure areas and proposing mitigating controls.
  
• Lead end-to-end donor audit cycle with zero material findings attributed to internal process gaps.
  
• Reduce repeat audit findings by 40% within 18 months by driving root-cause resolution, not just repeat reporting.
  

• Solid grounding in internal audit methodology, risk frameworks (COSO, IPPF, or equivalent), and internal controls design.
  
• Strong analytical skills — you can read between the lines of a reconciliation, a variance, or a process breakdown.
  
• Experience with financial controls and compliance reporting, ideally in an organisation with external funders, donors, or development finance institutions.
  
• The ability to translate risk language into business language — you make people understand why this matters.
  

• You are more energised by designing a system that prevents problems than by writing a report about problems that already happened.
  
• You are curious. You understand that fraud and control breakdowns often happen in the gaps between processes — and you look for those gaps.
  

• The idea that your work protects smallholder farmers from the downstream consequences of organisational failure.
  
• Being part of building something — not inheriting a mature function, but creating one that will outlast your tenure.
  
• A clear, intentional succession pathway into a senior leadership role within this function.
  
• Working in an organisation that is genuinely trying to do something hard and important in the world.