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Paul Sobel knows a thing or two about budgets. As vice president for internal audit at Mirant Corp. in Atlanta, he has spent his time poring over the minutiae of the $3 billion merchant energy company’s books. Now, however, he has to think about his own budget as well. With the economy in crisis, the budget for his 14-person department is “flat,” he says, which means he has had to “be smart about allocation of resources.” For Sobel, that has meant shifting away from the past few years’ concentration on Sarbanes-Oxley testing to focus more on technology risk and strategic risk.

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