Responsibility:I was responsible to deliver a data migration strategy. Key achievement:The data migration strategy was used by the management team in the decision-making regarding the consolidation of all Fidelity Life’s policy administration platforms with a single platform.

Theta Consulting (July 2015 – present) - Senior Project managerResponsibilities:I managed projects at several Theta clients:Partners Life limited - Senior Project Manager• BI Sales ETL and report developmentI managed the development of the Sales Data Warehouse ETL as well as the SSRS report development from the sales data tabular module for 12 sales reports.• Veracidata implementationI managed the implementation of the Veracidata toolset to measure data quality in the BI environment by way of running repeatable tests over the ODS and data Warehouse data. The results provide detail to assist with regression testing during BI development. • Analytics I managed the project to use Analytics as a means for discovering meaningful, non-trivial patterns in data that will lead to actionable business insight. The following deliverables were created by Theta for this project. Queries to extract variables from the Partners Life Data Warehouse. A model in Azure Machine Learning for predicting Policy Lapse.Auckland District Health Board (ADHB)I was responsible for managing the development of the business intelligence reporting requirements for the Community and Long Term Conditions Directorate at ADHB. It was my responsibility to also document the business intelligence requirements, the business processes and the business rules to ensure the data is captured correctly and can be reported on accurately. 2degrees Delivery of the Mobile Repayment Option (MRO) Finance project - analysis and detailed design, the development of BODS, to create MOR Universe and to create Business Objects reports.Ports of Auckland – Senior Project ManagerTo catalogue, profile and document the current data warehouse data sources and data assets in the Azure Data Catalog. Managed the project successfully within time and budget.

SAP PO projectManaged the Vendor selection tender process for the replacement of 32 current operational Websphere integration services with SAP PO. After the Vendor selection process, the delivery of the project over 10 months was a combined effort between the third party Vendor (Tango) and the Council. The Tango team was responsible for the SAP PO configuration of the integration services and the Council Integration team for functional and user acceptance testing. The project budget was $2.2 million Auckland Design Manual Website projectThe delivery of the project was a combined effort between Datacom and the Council. The Council team was responsible for the web requirements as well as the website design. Datacom was responsible for the development of the website on Sharepoint 2013. The scope of the project also included the stand-up of the Sharepoint 2013 environment and infrastructure requirements within the Council. City Parks integration projectThe scope of the project was to automate the vendor onboarding process. It included the configuration of SAP PO to ensure zero fault errors with the creating an updating of work orders provided by vendors delivering services to City parks. Council bank migration project It was a combined effort between the business and IS. The responsibility of IS was to configure the changes required to enable the Council bank migration of 3 legacy Councils.

Development and Financial Contributions projectResponsible as project manager to design and implement the system solution and business process for the calculation of financial and development contributions to the Council. The solution replaced the seven legacy operational models used by the former Council Policy and Planning divisions. The project comprised two phases. Phase 1 was the development of an internal solution for Auckland council employees and Phase 2 was a web based solution for external Auckland Council customers to reduce the workload of internal staff on assessment calculation requests. The project covered the complete SDLC from business case to implementation, with stakeholder management as the focus in phase 1 and with a more technical focus in phase 2.

Business Analyst responsible for Outbound Document System Specifications. TOWER is in the process of replacing the Legacy System. The current outbound documents in use by TOWER should be re-designed, updated and aligned to the systems requirements as a result of the system replacement.

• Project Manager for the re-engineering of the SARS debt collection project. The objective was to improve the process performance, to note overdue debt sooner and to collect overdue debt faster. The project team comprised 5 Business Analysts and an allocated budget of NZ $1 million.• Project manager for the redesign of the tax return process for the 2009 tax year. It was done through the automation and web-enablement of the process with a budget of NZ$ 2.5 million. The project team comprised 20 resources covering business analysts for the business requirements, three external companies in the development team, testers, release team for the quality assurance of all aspects of the solution for “go-live” and communications team.• Project manager for the Advance Tax Rulings service solution. The project was a SAP Own Accounting solution with a web base solution as the front-end for the applicants. After the Business Requirements were compiled, I had the responsibility of overseeing the development of the solution as well as the implementation and establishment of the Advance Tax Ruling unit with a budget of NZ$3 million.

Business analyst on business requirement gathering projects with the aim to advise the clients on suitable system solutions to enhance the operational performance of the business. Project manager responsible for the recruitment, appointment, managing and scheduling of a team of 14 process engineers and business analysts involved in IT effectiveness consulting and process re-engineering projects.

Project managed the following Project teams;• NISSAN (Automotive) Nov 2003 – Jan 2004 • Legal Aid Board (Government) April 2003 – Oct 2003• Cashbuild Retail (Largest hardware retailer in Southern Africa) April 2002 – Sept 2002• Investec/ Fedsure Merger (Insurance) Aug 2001 – Feb 2002• Eskom (Electricity supplier) Sept 2000 – Jan 2001• Harmony Goldmine (Mining) Aug 2000 • Xstrata (Mining) Jul 2000• Sentech (Telecoms) Aug 1999- Oct 2000

Pre-Print system implementation: Team lead role for the ARIS business process mapping team with the responsibility to document the “as-is” business processes. The gap was analysed and the user requirements compiled for the “to-be” pre-print system.

Centralisation project: The re-engineering of the business processes, the determining of service level agreements, performance measurements, job profiles etc. The ARIS toolset was used to document the business process flows. First Card project: Facilitated the documentation of the as-is business processes using the ARIS Toolset software approach and Quality Assured the ARIS database. Branch Re-engineering Project: To simulate the as-is processes as well as the to-be processes to evaluate improvements. The Simple++ tool was used for simulation as it is the preferred supporting tool for the ARIS Modelling software.

Automated queries project: To create a system where the response on queries could be monitored and to enable the measuring of staff performance on the solving of queries in the call centre. Call Line Identity Project: Managed the project and monitored the development and programming for the call centre. Process Improvement Project: To improve the processes for the current cellular telephone system in M-Tel to empower people to resolve queries quicker in the call centre.

Business improvement projects in government and private sector by using the Ernst & Young business improvement methodology