The key responsibilities during my assignment:• Identifying and prioritising key product features with SME’s for an initial minimal viable product release for their new single assessment framework.• Leading a team of two user researchers, two service designers, two interaction designers and a content designer, business change manager.• The identification and monitoring of key risks, issues, dependencies with the other workstreams across the programme. • Ensuring user needs were at the heart of all decision making when built the end to end journey. • Liaising with stakeholders from across CQC ensuring the proposed user journeys align to the future vision of the Commission and they do not leave the commission open to unnecessary legal challengers. • Signing off all developed features ensuring they meet details set out in the user story acceptance criteria and triaging any defects and clearing any impediments preventing development.• Ensuring all designs were technically feasible based on the capabilities within the Microsoft Dynamics 365 and the Microsoft technology stack. The key achievement during my assignment included:• Working in partnership with senior stakeholders in policy, legal operations by exploring in detail their new inspection methodology and how that translate back into features on the product backlog.• Ensuring the service definitions, service blueprints, user journey maps, detailed wireframes, learning material and business process maps were in place for the end to end service. • The development of all the features earmarked for the first release ensuring CQC’s new inspection methodology could go live, supporting the CQC service from the planning phase through to publication.

I joined Ofsted on a contract assignment to work on an digital service as it entered into its Beta phase. The digital service was designed to allow social care inspectors to collate their inspection evidence electronically when inspecting local authorities across England. Key achievements include: - identify all proposed features to turn a Proof of Concept into an end to end service. - Ensuring user centric design was at the heart of the product development, working closely with user research validating our working assumptions with end users. - Creating a roadmap which outlines a realistic timeframe for an initial service launch into private Beta.- Identifying key metric which could be baselined to help measure the success of the product once launched. - Production of detailed use case scenarios aiding our delivery partner develop a quality product. - Developing a communication strategy during product development to all interested stakeholders ensuring important messages were being delivered.

The National Career Service have adopted SAFe for all its development activity of its digital service. As the Product Owner for the digital service, I am responsible for working closely with all key stakeholders to refining the selected features for the PI by ensuring they are sprint ready. During the development phase I work closely with the development team ensuring the features developed meets the business acceptance prior to release.

Providing product management services into Severn Trent on the robotic process automation programme using Kofax Kapow and BluePrism following the SAFe framework for delivery.I worker closely with key stakeholders from the business carrying out opportunity scans on processes to decide if they are suitable for automation. A cost benefit analysis was then carried out to determine if this automation opportunity met the businesses ROI expectations. Those processes form part of the program backlog and prioritised ready for PI planning. I lead the team through eight successful PI planning events. During PI planning, the features in the program backlog were broken into low level user stories and prioritised based on value.On a day to day basis I was the key point of contact for any questions from the development team during the iterations and I attended all the key ceremonies. The team automated of a number of key back office processes in home move, account creation, finance, debt collection, planning and scheduling and developer services.

I worked along side Connect Group providing Digital Business Analysis services on the Jaguar LandRover account. I liaised closely with the sprint team, the JLR Product Owner and Spark 44 (the design agency) to ensure the following:1. All new incoming development briefs that impact the roadmap of the sprint team are fully scoped ensuring I have an understanding of the following:- the business objective/goal for this new feature- The minimum viable product is clearly defined are aligned to those objectives/goals, - working closely Spark 44 ensuring proposed designs align to the MVP - The minimum viable product can be delivered within the set timeframe defined by JLR. 2. The user stories prioritised for the up coming sprints have been refined with the team and meet the sprint teams 'Definition of ready'. During sprint, I will partake all in the agile ceremonies including backlog refinement sessions, sprint planning, daily stand-ups, retrospectives and sprint demos back to the JLR.

I was part of a project team that had delivered a Cyber Assurance Team function within Barclaycard. • The production of a target operating model of how this new team would interface with the all business functions within Barclaycard• Defining the services of the Cyber Assurance Team by engaging with key stakeholders across the bank to help define the core activities, identifying key artefacts that need to be produced and metrics to measure success of the services offered.• Identifying and working with key partners across the business to promote the services of the team.• Providing traceability of how the new controls defined in the Cyber Policy map against the Key Risk Indicators (KRIs) used across the bank to help demonstrate compliance.• Using agile techniques such as daily stand ups, fortnightly show and tells, and fortnightly planning sessions. This ensured the following;- All project team members were aware of each others progress / issues;- The stakeholders outside the project had visibility of team progress and deliverables.- The project team had clear goals to work towards.

Worked with Coventry Building society on redeveloping their broucherware site onto a Web Content Management System. The goal of the digital team was to give their authors the capability to build and maintain the site using pre-built components. As the one of the Digital Business Analysts on the project, I worked closely with the Product Owners to understand the behaviour of each of the components across the supported devices and browsers. I also had to consider the authoring capability of the components. The user stories where documented in JIRA with additional supporting information was documented in Confluence for the development team to consume.

I worked with Jaguar Landrover and its trusted partners to improving their global digital presence. New functionality was delivered in fortnightly sprints, using agile scrum development methodology. My role was broken down into two key areas.• Assisting the Product Owner in the production of Jaguar’s digital road map by working closely with Jaguars global stakeholders to understand their needs and the reason for the change. I use elicitation techniques like scenario analysis to help articulate those needs to gain a detailed understanding of how each component on the site should operate. Those key needs are then translated into epics and lower level user stories within the product backlog following the INVEST framework. Each user story has clear acceptance criteria using GIVEN, WHEN, THEN statements aligning it to Behavioral Driven Development (BDD). • Once the user stories are ‘Sprint Ready’ I then assist the development and testing team with any queries they may have providing QA and helping to clear any impediments related to the user stories. During the sprints I participate in all the key agile ceremonies including the daily scrum meeting, sprint planning, backlog reshaping, sprint demos and retrospectives and in the absence of the Scrum Master I will perform their duties alongside my own.

The Skills Funding Agency fund skills training for further education (FE) sector in England. I play an integral role as part of a collocated agile team to transform the services the agencies offers to colleges, private training organisations and employers ensuring it is digital by default, enabling them to claim £4billion of funding using the digital channels.

As a Requirements Analyst at the Skills Funding Agency, I worked on a number of business analysis initiatives which allowed the Agency to facilitate the distribution of funding to FE training providers and monitoring their performances. The initiatives I have worked include the following:- Data and MI Projects: The creation of report and technical specifications which where used to by the development team to produce performance reports for the sector;- Process Improvement Projects: Facilitating a workshop sessions with conflicting stakeholders to document the ‘as-is’ business processors of the agency and identifying the pain points in the process;- The production of options analysis paper, assessing any potential solution for technical and business suitability, assisting the strategic decision making process;- Assisting the senior management teams in developing their strategy by facilitating them through a set of pre-prepared exercises, using techniques to help them appraise their internal and external business environments.

As a Software Consultant I am involved throughout the Design & Build elements of the Project lifecycle and I provide expert advice and guidance during early life support (Transition) and throughout Live Service (Operation).

My role as an implementation consultant was to ensure that all projects were delivered on time and within budget. Prince 2 project management methodology was applied were necessary.

• Supporting 1000+ internal RBS users regarding numerous Desktop and Application related issues.• Incident Management• Problem Management• Change Management

• Supporting 1000+ internal TNT users regarding numerous Desktop and Application related issues. • Project Roll-outs• Incident Management• Problem Management• Change Management