Gary Porter Email and Phone Number

Engaged as Senior Business Analyst, to design, develop and implement a contact strategy and TOM for the HR service centre.Led business analysis of Existing HR service model and contact strategy to realise the capability of the future operating model.Identified the suitability and accuracy of current KPIs/SLAs set out by the business.Implemented suitable measures and metrics of the service to identify blockers and inefficienciesWorked in close collaboration with senior stakeholders and SMEs across multiple functions to ensure efficient processes were in place focusing on adding value to customersLiaised with Knowledge management team to ensure that there was a self-service focus on a majority of customer queries.Identified Suitable changes to the existing case management system, along with a business case for a future end to end HR Case management system.

Responsible for design and implement a new bespoke web based request management application. Led business analysis workstream for HR transformation project to consolidate key HR processes of multiple countries onto a single enterprise request management application. ▪️ Migrated 10 countries from existing request applications to the new enterprise request management application; harmonised processes to embed best practices while meeting local legislation / guidelines.▪️ Automated key HR lifecycle elements and processes (recruitment onboarding, moving role, pay changes and leaving the company) using enterprise systems, including SAP and Remedy.

Responsible for leading business improvement activity across a portfolio of Building Information Modelling (BIM) projects. Led review to document current BIM systems and processes against industry standard (PAS 1192-2); outlined resources, budget and timeline to implement new processes. Simplified processes using BPMN 2.0 to derive standard way of working for delivering BIM projects; upskilling existing staff and updating existing operating framework. Identified software application requirements for new BIM project activities (3D model validation, construction of 4D project plans, cost planning and Asset information capture).▪️ Gained British Standards certification; analysing and simplifying key business processes to enable Wates Group to deliver BIM projects against PAS 1192-2,5; upskilling existing staff.▪️ Developed assessment tool to assess capability of supply chain partners to meet industry standards required on BIM level 2 projects, using web based questionnaires. ▪️ Reduced BIM procurement lead times from 8-12 weeks down to a maximum of 2 weeks and reduced number of used BIM software applications from 6 down to 3, reducing software overhead costs.

Responsible for leading business analysis activity across a portfolio of key projects. Procured new Document Management System (DMS) and migrated business departments from network drive storage to new DMS; implementing new procedures, workflows and naming conventions. Documented end-to-end As-Is processes for Transport for London (TfL) remedial and planned work to enable implementation of a new workflow management system; including training materials. Designed and developed data warehouse solution to incorporate all TfL joint ventures reporting tools; identifying and normalizing data streams from multiple systems from JV companies.▪️ Implemented new Document Management System (DMS); reducing server storage overhead costs by 25%.▪️ Delivered dashboards and reports to support TfL JV cost planning, forecasting and billing; streamlining production of month-end accounting from 1 week to 3 hours.▪️ Implemented a quick win method to reduce backlog of aged invoices, reducing aged accrual account from £1.2million down to approximately £20k.▪️ Documented end to end As-Is processes of procurement, invoicing and payments for each of the companies within VW Group; developed end-to-end To-Be processes for centralised P2P system.▪️ Delivered automated Invoice Processing system improvements to resolve large backlog of invoices; developed new processes, upskilled the existing staff and implemented OCR scanning solution.

Responsible for implementing a management information solution and data sharing agreements with partner organisations to enable access to case information. Implemented trend reporting dashboards to further improve ability of Policy teams to legislate changes and implemented KPIs and metrics to monitor performance of resolving consumer complaints.▪️ Engaged with Citizens Advice legal team and legal representatives of Trading Standard agencies to draft and agree a suitable data sharing agreement to meet DPA and ISO 9001, allowing sharing of data to facilitate enforcement activities and policy changes.

Responsible for designing and implementing an operating model for a new department. Analysed all front, middle and back office processes and platforms to identify best processes and platforms for a newly formed department. Delivered enhancements to meet FSA request to demonstrate that all processes complied with FSA regulations, MIFID, CASS and other regulations. Produced recommendation paper for implementing standard processes and systems; reducing number of trading platforms from 12 down to 6, with recommendations to reduce further.▪️ Managed team of 4 analysts to centralise key processes for 3 separate back office functions into one to reduce overheads and reworking; completed project under budget and on time.▪️ Documented all the As-Is processes for the 3 organisations using BPMN 2.0 and documented procedures for each activity and performed gap analysis of all processes and platforms.▪️ Produced reporting mechanism to update FSA on merger and acquisition activities; for approval by CEO.