A wide range of strategies have been advocated to create the best solutions to counter fraud and lead ultimately to competitive advantage for the organisation. Underpinning all of this is having (whether employed direct or via a contract) an appropriate counter fraud professional (or professionals – depending upon the size of the organisation) to lead the fi ght against fraud. In most organisations the focus of counter fraud activity usually centres on reactive investigations and developing controls. These are only part of what is required, as the chapters of this book will show. Most commonly counter fraud responsibilities are allocated to one or more of the following depending upon the size and nature of the organisation: auditors, investigators or security managers. In the more enlightened organisations these more general staff develop a fraud expertise and secure specialist fraud qualifi cations. In some organisations, such is the size and/or the fraud risk that they employ specialist staff dedicated to combating fraud such as Counter Fraud Specialists or fraud examiners.