As a CX Designer, Paul developed and delivered a process to migrate Corporate and Public Sector customers from a BT legacy product onto their new flagship managed service product. The approach taken was to map out the proposed customer journey, identify the systems capabilities and business functions required to deliver the process and record the anticipated customer experience, both high points and pitfalls. The wider CX team had already produced a 'North Star' customer experience for a basic acquisition, and the CX for the migration journey was compared to that to highlight the deficiencies. This analysis of the journeys allowed the business to agree on a way forward, taking into consideration the level of change to systems, the impact on the business functions, time to deliver and cost. To add interest, some of the legacy systems were also being replaced requiring Paul to work with operations stakeholders to agree RACI and the creation of new or amended procedures and work instructions. Paul also developed a strategic sparing dimensioning and replacement process that once delivered would improve the customer experience for the reinstatement of the communications service provided to the customer, through a faster and more efficient delivery of replacement components which will also reduce the amount of capital tied up in holding spare CPE (customer Premises Equipment).

Paul first worked on a Unified Communications project which will replace and the company’s legacy telecoms system with a modern communications solution connected to the outside world via a SIP trunk. The solution will significantly reduce operational costs and will also deliver advanced communications features such as IM, video conferencing, presence and desk share. Taking the high level requirements, he added the detail the business functions insisted was available before giving their approval for sign off. This was then used to ensure the new system would fully meet the needs off the business. Paul also produced a new set of support processes for the solution covering Disaster Recovery, Major Incident and Business Continuity.Paul used a customer journey and storyboard approach to elicit requirements for a Customer Loyalty Programme. These were gathered in use case format and recorded in Enterprise Architect, an approach the business fully engaged with since the documentation proved so much more readable than lists of requirements. eaDocX was used to produce the documents that were shared with the business and suppliers. The whiteboard and UI templates now available in EA allowed ‘illustrative’ diagrams of the user interfaces to be created which the UI designers & developers found invaluable.TUI have just launched a ‘Next Generation Store’ in BlueWater which they believe will transform the customer experience. The store uses 6 different digital elements to display their products and help the customer choose their perfect holiday. Paul worked with the product owner to define the desired customer experience for each of the elements and to map out the customer journeys for the two interactive elements; a huge world map incorporating zoom, destination & hotel images & videos, and a table top application offering 3 different holiday search methods. He annotated the wireframes for the map and table elements defining the information hierarchy for the solution.

The UCM (Unified Communications with Microsoft) project married the features and capabilities of OneNet with those of Lync (Microsoft Communicator) to deliver unique capability to anyone using the Lync Client as a telecoms end-point. The service best allows a corporate to communicate over IP both internally and externally when combined with a SIP trunk solution.In a race to get UCM delivered, Marketing Requirements and Technical Design were being worked on in parallel with a consequential mismatch between the two. Paul adjusted the focus of the project by building use cases from the MRS (Marketing Requirements specification) and reviewed them against the HLD and Technical specification to produce a definitive product specification. The specification was described and produced in EA (Enterprise Architect), with eaDocX being used to export the specification in word format for wider distribution to the product managers in the other operating companies. The specification included user stories that were used to articulate the benefits and describe real test scenarios. Since the technical use cases and HLD were also documented in EA it was a fairly simple matter to produce a highly accurate compliance statement.Paul also worked on product specifications for an Operator Console that is to deliver PBX and operator capability to SME’s without the need for a physical PBX, and a mobile client application giving customer easy access to sophisticated network features.An associate of Ability Engineering, Paul used Enterprise Architect to model requirements in use case format providing for a clear and common understanding of the user experience leading to delivery of quality products.

Paul worked on a diverse range of projects engaging with a variety of project sponsors and users. The biggest of these launched February 2011, delivered systems capability and process to allow the entire product catalogue to be white labelled and offered through partnership to present a branded channel to market and a high street presence that Centrica hasn’t had since the 1980’s. The contract with Sainsbury’s stipulated that the full set of products currently offered by British Gas be available and thus definition touched all operational areas, all customer journeys and all customer management systems. Paul ran workshops with each of the business areas to gather requirements that covered the entire customer life cycle as applicable to each business unit. The requirements were defined in terms of user stories and were recorded in CaliberRM. The business used ‘AGILE’ development methodology and Paul worked with the appropriate product owner to produce the detail user stories that were then scrutinised in the Scrum workshops prior to development.Other projects worked on included a Short Term planning application for operational staff and field engineers, ‘Customer Feedback’ (NPS improvement), Home working for contact centre agents and Agent Assist.

A return to the site in Newbury had Paul working with the commercial investment team to enhance the functionality used to establish the Re-investment value assigned to a customer for the purpose of retention and save. Paul had full responsibility for the BRS which was produced following the successful prototyping of the requirements, by Paul, in Excel. This approach allowed the business to establish and test the rules prior to committing to delivery. Business Use Cases were used to draw out the requirements which were recorded in Doors. In parallel to this Paul produced a system requirement specification and BDD as deliverables for a project that replaced an application vital to the Prepay Voucher business that generated in excess of £41million per year.

Paul returned to ‘3’ for a short spell to assist in the definition and requirements capture for a number projects due for delivery in the important pre-Christmas quarter. He had specific responsibility to produce the requirements specification for a High speed mobile broadband service, a key component of the product portfolio and a base for ‘3’ strategy. Business Use cases were used to articulate the requirements

Paul worked with the product manager and business function leads to define the shape of and gather a full set of requirements for a unique storage product launched in 2007. It was anticipated that the product would exploit the consumer interest and demand for convergence products.Paul had full responsibility for the production of the Business Requirement Specification, the Business Design Document and the supporting Use Case Models. Requirements were elicited through collaboration zones and use case scenarios, the output being recorded in ‘DOORS’. The Vodafone IS strategy of ‘buy not build’ required the project team to conduct a full RFI / RFP, and Paul played a key role in this by authoring the RFP. Quality is of high importance at Vodafone and so compliance to both SOCs and ITIL were required.

Paul worked with the business sponsors & owners to gather requirements for a number of projects and articulated them in the form of business requirement specifications. Projects for which he was responsible included; Master PriceBook, Revenue Assurance Office, Number Management & Reclaim and International MMS billing hub.Paul was responsible for the collection and definition of the requirements which continued through design and development. He managed the change request process thus ensuring compliance of the final delivery against the evolving requirements. Business use case (BUC) methodology was used to research and describe the requirements. He developed the processes needed to assimilate the new functionality into the business, particularly those associated with the Master Price Book.

Business / Solutions Analyst Apr 2005 – Jan 2006Working with the Product Managers, Paul’s role was to analyse the customer experience across a range of new and recent O2 services. His task was to identify and define the ways in which KPI's such as availability speed and success could be monitored and measured. Having identified the KPI’s, Paul went on to use the output to develop and implement service models within key O2 Service Management systems.Business / Solutions Analyst Apr 2004– Jan 2005Working alongside the marketing team and key business functions, Paul undertook business analysis work on a number of consumer propositions. This was an interactive approach, with Paul capturing requirements – but also identifying existing business and system capabilities to enable each proposition owner to present an appealing and deliverable proposition. His involvement spanned from initial high level solution, through business case production and support of the approval process through to documentation of full requirements and overall design. His work during this time included enhancements to the Post Pay propositions launched in 2005 and the delivery of a new Call Management capability, including all service management aspects.Business Analyst – Performance Monitoring Nov 2003 –Mar 2004Asked to work as part of the OSS Design and development team, Paul was tasked with delivering a set of KPI’s that accurately displayed the end to end service availability and performance for a number of O2’s products and services. Liaising with Product Managers and with the Operations and Measurement teams, Paul provided a set of clear business definitions for KPI’s, refining them into lower level Service Level Objectives (SLO's). Further analysis of the data available from various measuring and monitoring tools allowed Paul to define SLO’s in system and process terms and to produce specifications for development teams to build against.

Lead Analyst - ESM Aug 2002 – Nov 2003Extended Service Management (ESM) was an initiative aimed at providing end to end Service Management of O2’s product portfolio – and allowing O2 to offer differential service levels to their corporate customers. Paul produced a requirements document and high-level solution design that combined the capabilities of a number of OSS systems to deliver ESM. Having produced the requirements, Paul went on to support the tendering process for the application needed to manage ESM.

Business / Solutions Analyst Jun 2000 – Apr 2001Working with the Technology Group and with Nortel (the mmO2 selected vendor) Paul was tasked with documenting the high level network design and communicating it across the business. The new network had to operate independently from the existing GPRS and GSM networks but also provide 3G to 2G roaming to ensure maximum coverage for customers. Having established the basic principles, eleven products, including M-Commerce, MMS, Find & Guide (Location service) and Push Advertising were evaluated and recommendations made to the business regarding cost and feasibility.Business Analyst / Designer - GPRS Jan 2000 – May 2000The GPRS programme was re-structured following an internal health-check. Paul was brought in as a result of this review and provided technical support to the Programme Manager.ISP Project Manager – Loyalty Programme May 1999 –Dec 1999Paul managed the roll-out of a customer loyalty programme to BTCellnet’s Independent Service Providers. To complete this work, Paul actively managed all aspects of the scheme including assisting in design of Bills and proof reading of bill inserts.

Development Project Manager – C.Care Feb 1998 – Apr 1999Paul led a small team providing design support for BTCellnet’s Wholesale Customer Care application. The application supported CTI and ran across three of the company’s Call Centre's. Development & Support Oct 1995 – Jun 1996Paul joined Cellnet as part of their Admin & Billing Systems team. He was responsible for re-designing the wholesale rating function into a module based solution before taking on a team to help design enhancements to support such items as number reclaims and flexible numbering.