Employed as a Business Implementation Analyst working with the Business Development and Strategy directorate, I am primarily responsible for the capture, analysis and defining process-driven business requirements. I do this by interpreting and documenting business issues, opportunities and user requirements ensuring they are prioritised and fed into integration or transformation projects.Working with Asset Strategy and IT to develop the digital transformation roadmap for the customer services directorate, ensuring requirements are addressed and that plans are well communicated. Liaising with internal teams including development/technical teams, I ensure technical feasibility of proposed solutions. This is achieved by creating training materials and delivering end user or train the trainer training sessions, designed to support the roll out of new processes and system changes. Documenting and communicating the As-Is and To-Be processes for project changes, lead demos and carry out post rollout support.In recent months I have been leading on an integration project to align 3 core IT systems within the Peabody group. These are CRM, Northgate and Total Mobile. This involved attending various configuration workshops with both internal and external suppliers to create and review solution designs. I then create detailed UAT scripts which can then be executed by Peabody SME’s. As lead tester and main point of contact, I create and manage a detailed issue log which is then passed on to the appropriate teams for review and retest as necessary. This project was delivered on time with little negative impact to the business or our customers.During my time at Peabody I have gained knowledge and experience of delivering change projects, leading business users to design, test and implement changes into live operations, acting as business lead for rollouts, ensuring business operations and process continuity have a positive impact through IT change.

In this role it was my responsibility to consult with clients on their system requirements, carry out a complete business analysis of their systems including gap analysis and process mapping in order to produce functional and technical documentation. This would be forwarded to the development team to build and configure our system to match client requirements.Below are the main activities I delivered in this role:- Creating As Is and To Be processes and Gap analysis documentation to identify opportunities for streamlining and improvements- Support, facilitate and execute acceptance testing, ensuring the delivered solution meets the business requirements and agreed quality criteria- Conducting workshops to showcase the new system and provide feedback to stakeholders- Collaborate and interact with delivery teams contributing to the definition of the product and supporting processes/workflows to a high standard and within agreed timescales and budget- Designing and conducting training sessions and documentation for the end users- Implementation and configuration of software to match client’s requirements either on site or remotely- Installation and configuration of hardware as necessary- Integration of client software in to our own custom CAFM, CRM & EAM platform either directly or using third party interfaces to transfer data between systems- Gather , analyse and report usage data or other relevant data in support of measuring the performance of the system.. - Data Migration- Asset Management- 3rd Party/Subcontractor management- First and Second line system support- Full Project Management life cycle experience including – business case, scope, design, development & implementation- Creating change requests and liaising with the developers to make any necessary system changes- Project Managing system support post testing and deployment

In my previous roles as System Support Manager and Commercial Manager, knowledge and experience gained enabled me to have greater involvement in process improvement work, resulting in promotion to Business Improvement Manager. The key functions of this role included:- Acting as a “trouble-shooter” for the senior management team in addressing operational issues- Contract performance improvement through the application of best practice processes- Identifying system “gaps” and documenting practical business requirements- Providing consultation on business tenders, with specific input as an advisor on Business process and system capabilities- Undertaking process and system training of new and existing staff- Identify areas of the system and processes that can be improved upon- Implement the necessary change management process including setting timescales and budget- Creating detailed technical documentation of the required changes- Producing new process documentation showcasing the new enhancements- Project managing the agreed changes from inception through to client sign off, whilst keeping within the agreed timescales and budget

Managing a team of eight personnel, my team were responsible for looking after the new CAFM system. This involved deploying the system to the business as well monitoring its usability to improve its functionality.

Reporting directly to the Mobile Operations Director, I was responsible for the production, management and improvement of financial reports and budgets for 1200 contracts with a turnover of £30m for the Mobile Division. Key activities of this role included:- Defining and managing the financial and commercial reporting cycles - Creating budgets and forecasts- Providing Financial Support for the Management Team- Undertaking Contract Reviews

Managing a team of 16 staff my role was to ensure that the Mobile and Static contracts were financially sound. This included costs and sales analysis, monthly reporting, contract reviews and contract mobilisations.