• Led digital opportunity assessments in Legal Operations and the Finance Managed Services organisations• Mapped +40 level 4 process maps to enable the Entity Governance and Compliance team adopt the new Salesforce solution• Designed and implemented a Target state delivery operating model for Legal Operations• Transformed how Legal Ops Partners price work by delivering a data driven approach to unit costing• Improved annual operating costs by 15% using Lean Six Sigma process improvement in Salesforce tool• Iteratively building out the Business & wider Enterprise Architecture for the Operate Digital organisation• Co-created Strategy map, Value Streams, Capability, Organisation, Information, and Product maps

Enterprise Business Architect on the banks most high profile, transformation programme, to revolutionise the organisations operational processes.• Defining and governing all process improvements adhere to the process standards and taxonomy• Working as a Product Owner to define requirements for the development of the ‘MyProcess’ platform• Leading the creation of E2E product journey maps to define all processes required to deliver each product• Accountable for the delivery of all ‘MyProcess’ training materials used by 27,000 employees across the bank• Mapping of business capabilities, business services, products, organisational teams, technologies, and standard operating procedures to all +650 operational processes

• Led a team of consultants, managed the plan, resource, budget, and senior leadership engagement• Accountable for stakeholder comms & engagement strategy, comms delivery to >8000 stakeholders• Delivered change impact assessment, E2E to-be process design, training, UAT and adoption support• Developed >50 eLearning modules for >8000 users using Adobe Captivate• Improved workstream profitability and drove additional sales whilst delivering change

Business Architecture Lead - Business Consulting Practice• Defined the vision, roadmap and goals for the Business Architecture capability• Built and lead a team of business architecture SMEs to build the capability• Created 3 Business Architecture-related go-to-market solutions and services• Developed team members through training and coaching on skills and methodologies• Supported with proposal development and RfX response using capability collateralLegal & General Investment Management (LGIM) - Business Architect - Data Service Operating Model• Facilitated workshops with senior management stakeholders to co-create the service operating model• Developed core operating model processes and recommended roles within the capability• Led the refresh of the Service Level Agreement; agreed objectives and outlined the scope of theserviceLGIM - Product Owner (PO) - Data Improvement programme• Led a team of 9 delivering across both the UX and Data Quality workstreams• Utilised agile techniques to guide the team through the 2-day programme increment planning event• Designed a 4-step workflow for the team to produce high-quality data for the end customer• Provided team with agile coaching and mentoring and improved team delivery velocity• Delivered a MI tool and brought 80 critical data attributes under governance improving investmentdecisions

Legal & General Investment Management - Business & Data Architecture & Analysis• Managed 30+ senior stakeholder interviews to map data flows, facilitated by whiteboard exercise• Analysed the data flows to identify key issues with processes, roles, ownership and technology• Produced final report for Group CDO summarising the issues, and recommending next stepsNTT DATA - Agile BA & PO Quality Assurance (QA) Lead - Business Consulting Practice • Constructed the agile BA & PO quality assurance framework and standards• Created key templates and guidance materials to save project time and cost of project set-up• Generated training materials to enhance the skills and knowledge of the Business Consultingcommunity, and ensure the highest quality delivery for our clients

ACCA - Business Architect - Digital Strategic Alignment project• Worked with IT&T leadership in workshops to understand their pain points and architecture landscape• Delivered capability model, user journeys, target state architecture and change impact assessment• Developed transition railroad diagrams and portfolio plan for how ACCA can achieve its targetACCA - Business Architecture & Analysis - Application (API) Integration Project• Elicited functional, non-functional requirements, for vendor appraisal and selection process• Validated current operating model and designed the Target Operating Model for the MuleSoft platform• Led workshops to demonstrate the Target Operating Model and new business capability• Developed a change impact assessment and gaps analysis between the 'As-Is' and 'To-Be' state

Arcadia - Business Analyst & Change Management - MDi Project• Delivered business processes, defined the high-level architecture map for the training environment• Developed user guides, FAQs, IT non-functional requirements, and benefits slide deck• Managed client systems manager & IT stakeholders; assisted project lead with client training• Created training environment guide, process cheat sheet, managed UAT tracker• Developed benefits measurement dashboard using TableauPentland - Pre-Sales / Business Architect – Target Operating Model design• Delivered Target Operating Model documentation, including templates and tools to map each of thekey domains: organisation, people, process, data, technology, locations and partners• Developed the workshop facilitation slide deck, to guide stakeholders through the operating modeldesign process

Part of the Business Consulting practice, helped organisations clarify strategic positioning, align their operating model to their vision, and accelerate the transformation of their business. During my time at the company, I was involved in:- A short-term assignment, where I was able to further develop my business analysis and lean assessment skills through the identification of waste and inefficiencies within a particular project for one of our clients. I then helped to deliver both financial and non-financial analysis and insights, which the team and I were able to draw conclusions from and present to both senior management and the client. This then culminated in a number of recommendations of how to streamline some processes whilst bringing cost savings for the project.- The Network Rail account in Milton Keynes, as the PMO Lead for RINM, supporting a number of Project Managers and aiding the finance and resource planning and reporting for one of the largest programmes within the account. Part of the Digitisation of the Railway.Further details about my role can be seen below.- The Network Rail account in Milton Keynes, working as a Business Analyst eliciting the business functional and non-functional requirements for the Publications Improvement project aiming to digitalise the publications.Further details about my role can be seen below.- The NHS account in Sheffield, as a Digital Junior Project Manager aiding a senior PM and the client to reach Go-Live to schedule.Further details about my role can be seen below.- Business Development and BPMN for a Global Insurance provider working to develop a new offering and using this offering to align their business processes and target operating model whilst implementing a cloud solution.

Working fairly autonomously on the creation and development of collateral for a Sales Story Board for one of our new offerings. Having this responsibility had tested my analytical skills, as it was essential I formulated the story board from a large amount of information and data. The work was submitted to Senior Partners as well as senior members of the sales team for further review. The intention was to then use output to present to existing and new clients. Following this, I focused my attention on developing my process design skills. Working with a Global Insurance provider on their target operating model initiative, where I worked on process identification and mapping for the implementation and integration of a new cloud-based solution.

My role was to help in the facilitation of numerous discovery workshops for an existing client, with the intent of looking to grow our relationship with them. The position involved creative thinking skills, throughout the brainstorming activities and exploration exercise, whilst managing expectations of stakeholders from all levels of the business. Attention to detail and problem solving were key skills used during the workshops. During which, I had to elicit and capture the business problem, the current process, and the high level business requirements in a very limited timeframe. Following the workshops, I was responsible for analysing all of information captured and document a clear problem statement and definition. I did so using a variety of techniques and mapped this out using a graphical representation tool. It was my duty to analyse and document the current process and elicit the high level business requirements for both the optimum and MVP. This has now been submitted to the client, who are very happy with the work and have now agreed a budget to begin the next phase of the project.

I was responsible for maintaining and updating the project plan through Microsoft Project. This meant constant collaboration and communication with the Senior PM and the client to manage the project effectively and make sure tasks were completed to schedule and milestones met. I built up my knowledge and expertise in issue management, working to resolve any problems that the project faced. In a similar vein, I developed some valuable techniques of documenting and tracking project issues and risks, whilst gaining further understanding of how to mitigate project risks in a timely fashion. When working on the Trust, I often organised and helped to facilitate meetings with the client. During which time, the team could provide project updates, such as task and milestone completion, and early warning signs could be communicated and dealt with. It was vital that I monitored such progress to ensure that deadlines were met, particularly for large milestones, such as Go-Live where thorough due diligence and readiness was imperative.

Part of the Digitisation of the Railway initiative. As the PMO Lead for the RINM project within the ORBIS Programme at Network Rail, I was responsible for 10 work packages. This meant working with multiple Project Managers; aiding the finance and resource planning as well as reporting and governance for some 120 resources, for one of the largest programmes within the account. Further to this, I was also responsible for communicating and coordinating with the finance team as well as my PMO team and our third party suppliers. I was commended for my work and have since set-out best practice processes, which have been shared across the programme in order to ensure that our delivery is consistent throughout. I further developed my client relationship management skills when dealing with the client Programme Manager on a weekly and monthly basis. During my time, I managed to build up a good reputation on the project, programme and even at account level.I was able to resolve the worrying invoicing situation, which had a rather large historical back-log when I arrived and was starting to cause issues in the NR-CSC relationship. My attention to detail and financial analysis skills allowed me to create an environment of trust where the client Programme Manager felt comfortable in what I presented.

During my assignment I further developed my communication skills, often facilitating meetings between a number of cross-functional teams; from senior management and clients, to technical architects and developers, as well as non-technical users of the solution. I frequently used my interpersonal and leadership skills to resolve any conflicts and attempt to build consensus across all parties through explanation and diplomatic negotiation. This allowed the project to progress in the right direction, whilst managing the client relationship.I had to adapt and quickly understand the context behind the project, and map out the business requirements that would ultimately shape the solution. During the elicitation of the requirements, I was given a huge amount of information through a variety of different channels in meetings which were usually pressurized by time. This included numerous techniques, such as work shadowing, process modelling and protocol analysis in order to clarify current business processes.Attention to detail was key, as I regularly found myself assessing and evaluating the information and then feeding it back to the subject matter expert in order to clarify I had completely understood what the actual business needs were.

• During the summer I applied and was successfully invited to volunteer in Kenya through the Balloon Kenya program, looking to help local entrepreneurs with their new or existing businesses, and help them gain funding and investment for an interest-free loan.• Over 6 weeks, I typically saw my assigned entrepreneurs for around 40-50 hours a week. I would spend some of this time in the classroom introducing them to various business tools and approaches as well as spending individual time with each entrepreneur helping them with their business. We would discuss ideas and then go out into town speaking with customers, conducting research and testing ideas. At the latter stages of the program I helped them to create pitch documents on their current business; what they wanted funding for, as well as why funding would be necessary as well as sustainable.• One of the key skills I helped the entrepreneurs develop was the use of financial techniques and the recording of information. Previously they had no knowledge of this but by the end of the 6 weeks all 3 were correctly recording their financial transactions and had a much firmer grasp on the control of their capital. I am proud to say that by the end of my time in Kenya all 3 entrepreneurs who pitched their business to potential investors received the necessary investment.• The experience and skills I gained from this was huge. I developed time management skills needed to juggle the needs of 5 entrepreneurs each week, broke down the language barriers and listened to their problems. I was then able to facilitate the use of business and financial tools and provide general consultation to each of the entrepreneur’s businesses.

• I was responsible for a weekly event at a night club, where I coordinated a team and delegated tasks throughout the event on the night and in the build-up during the week leading up to the event.• The importance of planning was crucial in the success of the event. It was my role to organise and then coordinate all plans and ensure that everything ran smoothly.• Communication has also been one of my greatest skills. Allowing my team to have two-way communication so they could offer their opinions was always a key factor in maintaining a successful event.• My role also included recruiting new staff, as well as negotiating deals with large groups and societies. This often meant influencing key members and using the power of persuasion to convince them that the night would be the right venue for their social event.

• During my experience, I improved skills in collating financial data and updated the balance sheet and cash flow statement for an existing client, using the company software.• Gained a great insight into how the firm operated, the way in which they deal with customers and tried to maintain and enhance their competitive advantage in customer service.• Given the chance to work in teams, develop my interpersonal skills and attended a board meeting where I was able to offer my ideas as well as take on advice from senior members.