Inside the mind of the modern fraudster: a ten-year comparative analysis (2014–2024)

Abstract

Understanding the mindset and operational patterns of occupational fraudsters has become increasingly critical for modern organizations. Over the last decade, the landscape of occupational fraud has shifted in response to dynamic changes in workplace structure, digital communication, and employee roles. This study investigates the evolving profile of the occupational fraudster from 2014 to 2024, focusing on how demographic patterns, behavioral signals, organizational positioning, and detection channels have transformed. The topic is timely and relevant given the mounting complexity of internal threats that intersect with digital environments and new modes of employment. The primary objective of this research is to uncover how fraudster traits and fraud execution mechanisms have changed over a ten-year period and to determine what these shifts suggest about vulnerabilities within contemporary organizations. To achieve this, the study applies a longitudinal comparative approach using standardized data collected from thousands of occupational fraud cases. The analysis draws on a consistent framework of variables including age, gender, education, employment tenure, hierarchical position, behavioral indicators, collusion, and the methods by which frauds were detected. Both quantitative trends and qualitative behaviors were reviewed and interpreted thematically. The methodology integrates comparative metrics with interpretive analysis to construct a multidimensional understanding of the modern fraudster’s evolution. The results reveal several significant patterns. While the demographic profile of fraudsters - predominantly male, mid-career, and educated—has remained largely stable, their placement within organizations has shifted. There has been a marked increase in employee-level frauds, particularly from departments such as operations, sales, and accounting. At the same time, executive-level fraud, though less frequent, continues to cause the most severe financial damage. Behavioral red flags remain widespread but underutilized in prevention, and frauds involving long-tenured employees or multiple collaborators prove significantly more costly. Detection methods have also modernized: digital whistleblowing tools, particularly web and email-based platforms, have overtaken traditional phone hotlines. These findings collectively point to a fraud risk environment that is more diffuse, digitally enabled, and embedded across all organizational levels. As organizations transition further into a digital-first, hybrid-working future, fraud prevention strategies must prioritize behavioral insight, adaptive internal controls, and culture-driven vigilance.