Senior Business Analyst / Project Manager on multiple projects;
• Contract Management system implementation – Lease Administration process redesign. Over 3 weeks, 14 key Lease Admin. processes were modelled. 8 were prioritized based on cost contribution, processing time, and complexity, then further analysed. Common problem patterns and solutions were found in each process.

Achievements;
o Generation of 25 improvement initiatives, 4 of which ‘breakthrough’ in nature.
o Productivity improvements identified per process.
o Display to the Finance team their end-to-end processes, including clarity on how staff member roles contributed to the process, and clarity on how the cross functional activities required co-operation.
o Guidance for the configuration of the new ERP system implementation.
o A repository of knowledge in the form of an electronic, graphical model, and a foundation for the development of training and communication material.

• Sarbanes-Oxley compliance management - Process mapping and analysis to better support quarterly audit and reporting under the US Sarbanes Oxley (SOX) Act.

Achievements;
o Built a reference model adopting the global standard Committee of Sponsoring Organisations (COSO) SOX framework for the categorisation of control activity types. The model classified all SOX control points in the process maps and allowed referential navigation.
o 40 SOX-related process maps and work instructions were imported into a model, linked people, process and technology. All related data was now centrally managed, accessed and interlinked, supporting powerful analysis and search.
o Easy completion and incorporation of Quarterly auditing changes in the HTML-based model, ensuring an electronic review by process owners.
o The HTML model was also accessible by the US parent via the corporate intranet.
o Replaced the Role of F/T SOX Compliance Mngr., by combined Compliance / QA Mngr., with more emphasis on continuous improvement vs pure compliance.

• Contract Cost to Serve Evaluation during Renegotiation - A services agreement with one national carrier was expiring, the requirement was to assist in providing a clear negotiating baseline. 30 detailed business processes were modelled using a specialist process analysis tool, calculating the cost to serve figure.

Achievements:
o Discovery that the current contract was only marginally profitable. This had been previously invisible to the Client, but more importantly, could be used as an objective assessment to support contract renegotiation.
o The top 5 most expensive processes made up a significant amount of the total contract costs. The Client was advised to reengineer these to substantially reduce its cost to serve.
o The contract was re-signed, with improved margins and no loss in service offering.