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Thank you for visiting  This is my personal website.  If you came here through Gradum Consulting, Gradum has returned - please visit


I have 30 years of project management, internal audit, public accounting, and information technology experience.  I started my career as an internal auditor and moved into an IT audit role.  I have worked with two of the Big 4 firms - Deloitte (4 years) and Price Waterhouse (2 years).


Early in my career, I worked for a local bank that was in acquisition mode.  As they acquired other banks, things did not always go as planned.  I was asked to unravel a disastrous acquisition of a bank in Harrisburg, PA.  A year later, I was asked to do the same thing in Forked River, NJ.  Since then, when I find an issue or problem, management asks me to manage a project to fix the problem.  Because of this I have done several ERP implementations (including one as CIO), the Y2K project for Crown Holdings, Euro implementation, security architecture implementation, shared services implementation, fraud investigations, and several Sarbanes-Oxley (SOX) projects.


Process improvement is what moves internal audit from cost center to value-added, business partner.  It is also why CEOs and Boards will pay you a good amount of money.  I have experience in improving companies through a disciplined, risk-oriented focus and identifying more effective and efficient operating processes.  I have presented to Audit Committees (public and private), Board of Directors, and Institute of Internal Audit conferences.




Project management is about communication.  Process improvement is about logic.  I acquired these skills as an internal auditor.  I believed that Internal Audit needs to go beyond the "check the box" and "policeman walking a beat" function.  I have taken functions that have been seen as a "necessary evil" and created a backlog of requested internal audits by adding value to the areas under review.

From an IT perspective, IT is a customer service business.  It also is the road that management uses to obtain its goals.  If the CEO and IT do not communicate, how will IT pave the road so management can drive to success.  For example, if management wants to grow significantly; does IT have the capacity to meet the needs.  If management wants to expand or acquire, does IT have the connectivity and ability to scale quickly. If management wants to divest, can IT extract that from the existing systems. 

Bottom Line:

If you want to make a difference, you need to be at the table.  In order to get to the table, you have to show you add value.  That's my belief, that's what I have done, and what I will do.

Thanks for reading!

Harry Mumma

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Note: Due to cyber-stalking and other activities against myself and my company, we are discontinuing the Blogs.  I have lost business due to these individuals and am seeking legal advice. In the meantime, I will be beginning a new Blog, but unfortunately without comments.

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