Working within an Agile Environment; this role required face to face engagement in multiple countries (Norway / Germany / South Korea / Poland). Transitioning from my previous role (see Global Business Process Analyst), the role of a Functional Analyst ensured that business requirements were embedded correctly within the production system with minimal defects being raised.Key elements of the role included:• System Configuration (Core Build – Projects Implementation)• Stakeholder Requirements Review (New Organizations enrolling / Upgrading system functionality)• Production Defect Resolution• Functional Testing (System configuration / script development – HPALM)• High Level communication with Oracle Certified Consultants from different specialist backgrounds• Board Level Configuration demonstrations (Is the core build fit for purpose?)

Following the successful migration of the UK financial operations (See Senior Project Controller section below) to the Oracle Finance solution, I was appointed Global Business Process Analyst to lead the Global effort to ensure a successful process was established within the Project to Invoice (P2I) and Order to Invoice (O2I) workflows.My main focus within this role was the Polish and Norwegian integrations, ensuring that the transition process for all levels of the business was taken into consideration prior to a system roll out commencing. Key elements of this role include:• High Level Oracle knowledge of Project to Invoice and Order to Invoice process (both practical and theoretical application)• Process System Development (VISIO)• Preparation of and conducting regularly training sessions (Webinars as well as in person - location specific)• High level stakeholder engagement• Ensuring corporate conformity to global regulations• Developing knowledge material (Video and written) with colleagues around the world• Liaising with system developers to ensure any defects / suggested improvements were dealt with accordingly• Conducting of system tests to interrogate system functionality / liaising with developers where issues identified (fully embedded in problem solving / re-testing of solutions)• Understanding and implementing varied teaching methods required for one to one /group training (Global stakeholders require alternate methods of tuition)

In addition to the full time role described below (See Cost Controller) I was responsible for ensuring the successful migration from the previous in house financial system to the newly introduced Oracle Finance system. The UK was selected as the pilot country and my experience was deemed invaluable to the successful roll out efforts. In preparation for the rollout, the tasks undertaken within this Senior role were based around a high volume of system specific tests / stakeholder engagement / validation of corporate adherence.During the rollout numerous functionality and reporting issues were identified. I contributed to ‘out of the box’ thinking to develop intermediary solutions using a systematic approach to minimize business impact. The resolution of these issues required a high volume of management engagement to ensure that the UK maintained visibility of the commercial aspects of the business.In the 15 months I spent conducting this role, I found it extremely challenging – it definitely pushed me to my limits – and was extremely rewarding.

I had sole responsibility for controlling the Financial aspects of projects delivered out of the Manchester Advisory (Oil & Gas) and ISRS (License) divisions by a team of 40 – 50 Oil & Gas Risk Management Experts, with an annual revenue stream between £1.5m - £2.0m. In performing this role, I demonstrated a high degree of self-motivation and organisation. My responsibilities covered the entire spectrum of cost controlling activities such as:• Commercial tender audit (support provided to Project Managers to ensure bids were commercially viable)• Commercial contract reviews• Project set up – Oracle (Liaising with Project Managers to ensure a streamlined approach was agreed upon)• Expense auditing• Transaction controls• Invoicing• Initial credit control engagement / customer liaison• Month End Financial Review / Journals / Profit and Loss• Management Reporting / Forecasting / Presenting of Accounts

I had responsibility for day to day financial and process management reporting on behalf of DNVGL’s Healthcare team. These reports were submitted directly to core clients, the NHS Litigation Authority and Macmillan Cancer Support as well as National and Global Reporting Lines within DNVGL. Key elements of the role included:• Account Management / Customer Liaison; • Project to Invoice end to end processes;• Development and implementation of software and administrative systems which delivered controls for the UK Healthcare operations and a structured output for management reviews.• Business support for UK and European management teamsWithin this business support role, I worked actively with DNVGL’s consultants providing advice on contract management arrangements and supporting them through the provision of database analysis / admin management and business analysis. I gained invaluable knowledge of working with a large organisation such as the NHS, as well as a practical understanding of high value revenue management and accountability.

I was responsible for ensuring the smooth processing of all inbound and outbound stock. This involved daily contact with customers, ensuring customer queries and complaints were dealt with effectively and efficiently, and developing a systematic approach to customer management and communication. In this role I had to liaise with the operational business and key management. I was also responsible for implementing new business procedures in the contact centre and finance departments which resulted in a more structured level of engagement between the two departments. Responsible for the in-house company database / validation checks, managing users and data, ensuring that information was up to date and accurate. I provided the sales and management teams with sales reports and KPI analysis. In doing so, I created new reporting processes that were heavily reliant on a keen eye for detail and an understanding of the importance of accountability.