I worked on a scaled agile product as the programme business analyst where I implemented the process for identification, prioritisation and sizing of features for the Carnival Adobe website product backlog for the brands Cunard and P&O. I worked with the current product managers to establish the strategic direction for the platform, engaging Subject Matter Experts (SMEs) from around the business and continually working to improve the newly created backlog and roadmap – be that through improving existing features with further information or implementing new processes to support backlog management.Previously at Carnival I have worked on a mobile device management project, creating the high level requirements for the implementation and testing of a new device management platform. I also worked on a proof of concept pilot implementing point of sale and kitchen automation systems onto one of P&O’s vessels in order to test the viability of the solution for our new flagship vessel launching in 2020. Due to the timelines and dependencies we have had to be flexible in our analysis approach, creating high level requirements and then working through the development and configuration of each of the tools. I was accountable for the high level requirements and associated processes and ensuring that these have been followed through throughout the solution. I have been working with a variety of stakeholders to create the requirements and then adapt our approach to the solution depending on the difference between the off the shelf solution and our organisations way of working from both a business and technological point of view.

Worked on the definition and design part of the Software Development Lifecycle (SDLC) of the implementation of the Business World Unit 4 Enterprise Resource Planning (ERP) system across the council. I am modelling processes and requirements to ensure that the off the shelf solution fits the council’s needs across the system, identifying where there are gaps and differences and whether moving forward should involve solution change or council process / culture change. We are also identifying data migration / cleansing and gathering activities that will be required for implementation and ensuring these will be in place for Integrated Systems Testing (IST). We are working in Waterfall methodology. I am also putting into place standard templates, methodology, governance and practice as the council has not utilised the Business Analysis position prior to this year and is in the process of hiring further analysts.

A financial software house integrating existing online services and back office systems into a single platform.Digital Business Analyst, reason for leaving – redundancy We worked towards the implementation of an online multifunctional wealth management system from the perspective of Customers and Financial advisers for a large financial instituition. We used a SCRUM Agile delivery framework, with sprints, workshops, show and tell sessions, user stories using Gherkin and Behaviour Driven Development (BDD). We utilised JIRA, Confluence, Opendoor, Bluedoor and Visio to achieve this. I was responsible for the above and requirements documentation, management and prioritisation for my workstreams within the programme including various scope re-visitation workshops after an overall programme strategy change.

Strategic Business Analyst (Known internally as IS Senior Account Manager) for the EMEA region of Allegis Group. I was responsible for leading the strategic analysis for the Europe, Middle East and Africa (EMEA) Information Services (IS) department, allowing me to advise on both business and IS interests for the EMEA region. I championed all EMEA IS requests through the IS Worldwide demand management process on behalf of the 12 Business Partners (front and back office area owners) this included the high level analysis, definition and articulation of requirements and the subsequent business benefits and how these fit within the organisations strategies including IS. This covered up to 30 projects at any one time from very small (new report requests) through to very large (a new system).

Front Office Business Analyst for the EMEA region of Allegis Group.I held concurrent roles of Business Analyst and Product Owner to facilitate the ongoing Software Development Lifecycle (SDLC) and support of The Portal – The Customer Relationship Management (CRM) system used to house candidate, company and recruitment records for EMEA. The tool had a user base of 1000+ split across the 4 subsidiaries of the Allegis Group company, based at 13 locations across Europe. When I joined they used an uncontrolled iterative methodology and were mid rollout to EMEA without any understanding / control of requirements from the business. During my first two months I trained each office across the EMEA region (400+ front office users) on the new system and put into place a requirements management and defects management system allowing traceability. Once established we moved towards an Agile way of working, utilising a product backlog and prioritisation of requirements using user stories. The team used a mix of BDD and Test-Driven Development (TDD). I utilised workshops, interviews and surveys alongside observations for confirmation in order to continue to gather and prioritise requirements, taking into account the different cultural needs from both the different countries and the subsidiaries which worked in different ways.I also put into place and managed a communication strategy for the tool including release notes and regular service emails using a standard set of branding and templates. We sourced a Product Owner in spring 2014 from the business which allowed me to concentrate further on the BA aspect of my work, including testing.

• Program Managing the EMEA Central Graduate Program, streamlining processes

• Providing Instrumentation and Tooling guidance to a profit improvement programme• Developing and implementing governance for the programme

• Overhauled Joiners, Leavers and Training – created a centralised, automated process allowing the full trusted tracking of those leveraged to the account and reducing the mandatory training marking time by 66%

• Drove EMEA FY12 Sales Planning to establish revenue baseline and growth targets covering eight sub-regions• Responsible for implementing targets and managing interlock across 1500+ accounts• Improved programme governance and introduced process automation, resulting in a reduction in reporting effort of 60%

• Maintained robust stakeholder management in each sub-region, managing through the complexities of multi-country sub-regions, multiple currencies and cultures• Drove improvements in the order-to-cash system that, through its success, became the HP Corporate Worldwide method of governance• Increased sales data visibility through system improvements and governance, enabling the EMEA region to drive an increase in total revenues of around 2% and improve forecasting accuracy tenfold for a $10b+ business• Performed application support alongside user support for issues, incidents and problems and delivered training for the tool to over 100 members of staff across EMEA, 50 of whom were senior business leaders/directors.

• Project Managed ATLAS Business Continuity Implementation Project• Supported Security and Enterprise Resilience Director• Initiated and drove process leading to ISO27001 Accreditation

• Offered dedicated support at board level to the COO of the ATLAS Consortium on all matters relating to the operations of 2500+ people and $1bn annual revenue• Managed account governance and compliance at corporate, consortium and senior client levels: providing analysis and advice• Prepared briefing material for corporate Senior and Regional Vice Presidents within HP and high ranking military/government personnel ensuring that all conversations with the customer could focus on the necessary topics• Coordinated corporate and consortium review processes such as the OGC Common Assessment Framework and internal MOD audit and routinely dealt with extremely sensitive commercial, financial and personnel issues

• Responsible for the process analysis of Workforce Management involving impact assessment against the organisation and other processes/resources, defining implementation plans, setting key milestones, identifying risks, dependencies and following through implementation to process support, training and education

• Successfully stepped up as the Workforce Management lead after being in post 6 weeks• Initiated and developed improved reporting tools within the ATLAS including designing and implementing the current SharePoint tool. Facilitating the in-house workforce market across EDS to ensure the most effective workforce for the Account• Assisted with the approval of new roles and contractor renewals and provided headcount reporting to the Account and to corporate EDS