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Business Analyst

National Heavy Vehicle Regulator (NHVR)

September 2018 to March 2019 (7 months) Brisbane, Australia

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The National Services Transition (NST) project was established, in December 2015, to facilitate the centralization and to transition the delivery of regulatory compliance services from participating states and territories to the direct control of the National Heavy Vehicle Regulator (NHVR). I was contracted to review the regulatory requirements, design, and develop current and future states for on-road compliance processes.

Key Accountabilities (include not limited to):

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• Undertake current and future state business process mapping notation (BPMN) for on-road compliance.

• Identify gaps and opportunities for improvement in people, resources, policies, processes, procedures, and subprocedures and systems.

Key Achievements:
 

• Successfully identified the process structure and framework for all participating states and territories.

• Successfully identified the current Victoria On-Road compliance and Defects process and procedures.

• Successfully designed the future state process and procedures for ACT to be transitioned in July 2019.

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Business Analyst

YMCA NSW 

August 2017 to December 2017 (4 months) Sydney, Australia

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YMCA of Sydney (YMCA NSW) was established in 1853 and has over 2,000 staff in over 100 locations from the southern tip of NSW to border with South Australia in the west and far Northern NSW. YMCA NSW provides gymnastics, manage health, fitness, and indoor sports centres and before and after school care while also working to be a greater advocate for the community, young people, and people with disabilities. I was contracted to review and streamline the workforce planning process.

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Key Accountabilities (include not limited to):

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• Undertake current and future state business process mapping notation (BPMN) for workforce planning.

• Identify gaps in people, resources, policies, processes, procedures, and subprocedures and systems.

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Key Achievements:

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• Successfully identified that workforce planning within YMCA NSW can be centralised in one location, rather than at centre level. This was approved and endorsed by the leadership team. YMCA NSW will be the first state to centralise rostering within the YMCA.

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Business Process Analyst

Transport Sydney Trains

April 2017 to July 2017 (4 months) Sydney, Australia

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Sydney Trains operates quick, frequent, and reliable trains in the greater Sydney suburban area (bounded by Emu Plains; Berowra; Waterfall and Macarthur).  I was contracted to understand and complete business process mapping (BPM) to support and underpin REM (a new incident management tool).

Key Accountabilities (include not limited to):

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• Undertake current and future state business process mapping notation (BPMN) for Incident management.

• Identify gaps in people, resources, policies, processes, procedures, and subprocedures and systems.

Key Achievements:

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• Rapidly reviewed and established that within the first deployment of REM there would be minimal to no process changes or impact to the current Incident Management or Day of Service process (the current team had been working on this since October 2016).

• Successfully designed the end to end Incident Management and Day of Service process using visio. This helped highlight the gaps and process issues in the current holocentric process being developed and used. It also enabled IT to commence testing. 

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Business Analyst / Business Process Analyst

Fiji Roads Authority (FRA)

August 2016 to December 2016 (5 months) Suva Area, Fiji

 

The Fiji Roads Authority was established in 2012, became operation in 2013, and is the statutory authority responsible for the administration management design, engineering, construction, and ongoing maintenance of all Fiji's Land and Maritime Transport infrastructure (this includes all roads, bridges, crossing, jetties, and wharfs). FRA’s mandate is to provide safe, efficient, effective and sustainable infrastructure that meets the social, economic, environmental and political needs and aspirations of all Fijians. I was contracted to complete business process mapping (BPM) to support and underpin the Transformation Program which was already underway.

 

Key Accountabilities (include not limited to):

 

• Undertake current and future state business process mapping notation (BPMN) using lean six sigma methodology for the end to end and whole of business.

• Provide advice and input to client management in terms of policy, standards, planning and structure.

• Conduct workshops with FRA’s major Professional Engineering Service adviser and the entire FRA to understand the as-is and to-be future states.

• Document findings and report to the board.

• Identify gaps in people, resources, polices, processes, procedures and sub procedures and systems.

• Project manage/co-ordinate the transition from FRA's major Professional Engineering Service adviser, due to the service provider cancelling the contract early and limited notice.  This included (not limited to) change risk assessment and mitigation, gap analysis, development of change impact assessment for key impacted stakeholders, liaising with change management team.

 

Key Achievements:

 

• Successfully established a new FRA landscape which has averaged an annual budget more than $450,000,000 per annum which equates to approximately 14% of GDP.

• Identified and base lined (in three months) over 2000 current state processes, procedures and sub procedures (for the end to end, whole of business for FRA, not identified previously).

• Creation of the framework for future state processes, procedures and sub procedures to manage and maintain the new business model and the $11b worth of assets.

• Successfully transitioned from FRA's main Professional Engineering Service adviser to a new structure, moving from a predominately outsourced model to a model involving some continued outsourced functions and some in sourced functions.

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Senior Business Analyst

NSW Department of Education (DEC)

July 2015 to October 2015 (5 months) Sydney Area, Australia

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The New South Wales Department of Education, is a department of the Government of New South Wales, is responsible for the delivery and co-ordination of early childhood, primary school, secondary school, adult, migrant and higher education in the state of New South Wales, Australia. I was contracted to streamline the Smart and Skill Program processes for full and part qualifications consisting of the following processes (including not limited to) invitation, application, apply, contract acceptance, completion and administration (payments).

 

Key Accountabilities (include not limited to):

 

• Undertake current and future state business process mapping notation (BPMN) for the entire Smart and Skilled Program processes for full and part qualifications.

• Document high-level business requirements.

• Conduct workshops with key stakeholders and subject matter experts to understand the as-is and to-be future states.

• Identify gaps in people, resources, polices, processes, procedures and sub procedures and systems.

 

Key Achievement:

 

• Streamlined the entire Smart and Skilled Program processes for full and part qualifications for all New South Wales new and existing providers, regional offices and head office.

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Senior Business Analyst / Business Process Analyst

Commonwealth Bank of Australia (CBA)

March 2014 to July 2015 (1 year 5 months) Sydney Area, Australia

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The Commonwealth Bank of Australia is an Australian multinational bank with businesses across New Zealand, Fiji, Asia, USA and the United Kingdom. I was contracted on the CAR Program and CBA Travel Money Project.

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Key Accountabilities (include not limited to):

 

CAR Program:

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• Identify all soft and physical collateral to be updated for all relevant retail and business credit cards for internal and external communications.

• Ensure all soft and physical collateral was updated.

• Conduct SCRUMS.

• Develop and coordinate the internal collateral communications strategy.

 

CBA Travel Money Card:

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• Undertake current and future state business process mapping notation (BPMN) for the as-is and to-be future states.

• Document the business requirements.

• Identify critical systems, processes, stakeholders and subject matter experts to ensure a smooth transition from HP Customer Travel Portal to CBA systems (Netbank and CommSee).

• Demonstrated communication, facilitation and report writing skills, appropriate across different stakeholder groups.

• Contribute to the change and risk management, this included (not limited to) change risk assessment and mitigation, gap analysis, development of change impact assessment for key impacted stakeholders. liaising with change management team, reviewing change management plans.

• Mentor and up-skill business resources on project methodology and process development.

• Conduct workshops with key stakeholders and subject matter experts to understand the as-is and to-be future states.

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Key Achievements:

 

• CAR Program was cancelled, however the overall project delivered the best credit cards application in the world at the time.

• CBA Travel Money Card functionality smoothly transitioned from HP Customer Travel Portal to CBA systems (Netbank and CommSee) for Processing Services, CBA Branches and CBA customers.

 

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Business Analyst

Royal Automobile Club WA (RAC WA)

March 2013 to December 2013 (10 months) Perth Area, Australia

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The RACWA is a motoring club and mutual organisation, offering motoring services and advice, insurance, travel services, finance, driver training and exclusive benefits for their members. I was contracted on the Disaster Recovery (DR) Project and the upgrade of Oracle eBusiness Suite R11.

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Key Accountabilities (include not limited to):

 

DR Project:

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• Identify critical business systems, designed and implemented the Disaster Recovery (DR) approach for the 2013 DR Exercise.

• Update the disaster recovery processes, using the processes and IT infrastructure maps developed in 2009/2010. 

• Contribute to the change and risk management, this included (not limited to) change risk assessment and mitigation, gap analysis, development of change impact assessment for key impacted stakeholders.

• Detected, reviewed and managed key stakeholders, as participation was critical to ensure a successful testing phase. 

• Co-ordinate the disaster recovery exercise.

 

Upgrade of Oracle eBusiness Suite R11:

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• Conducted workshops with key stakeholders to understand and gather requirements for tender.

• Develop, document and co-ordinate tender documents.

• Co-ordinate the tender process.

 

Key Achievements:

 

• Successful implementation of the Disaster Recovery (DR) approach for the 2013 DR exercise.

• Selection of fit for purpose solution to upgrade Oracle eBusiness Suite R11 and an appropriate business partner to implement the solution.

 

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Project Lead / Lead Analyst / Lead Business Process Analyst

SAI Global (Property) 

February 2012 to March 2013 (1 year 2 months) Sydney Area, Australia

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SAI Global Property is the leader provider in Australia of integrated search, settlement and conveyancing software and services. I was contracted to transition CBA Home Loan Settlements to SAI Global for Brisbane, Melbourne, Tasmania, South Australia and Sydney.

 

Key Accountabilities (include not limited to):

 

• Lead, mentor and up-skill the process team (three team members) on project methodology, conducting workshops and process development.

• Undertake current and future state business process mapping notation (BPMN) for the as-is and to-be future states using lean six sigma methodology.

• Create baseline and templates to document and capture the current and future state business process mapping.

• Conduct workshops between CBA and SAI Global.

• Contribute to change management and transition planning, this included (not limited to) change risk assessment and mitigation, gap analysis.

• Develop the transition plan.

• Develop change impact assessment for key impacted stakeholders.

• Manage risk.

• Manage stakeholders.

• Liaise with change management team, review change management plans.

• Implement new processes and procedures into the company.

 

Key Achievements:

 

• Transferring Consumer and Commercial Mortgage Services from the Commonwealth bank in Queensland to SAI Global – Property, with a timeframe of three months.  This contributed to SAI Global market share increasing to over 50%.

• Led the process stream to identify, develop and implement the different processes between South Australia and Queensland.

• Redesigned and developed the SAI Global framework for the bank for selected mortgage services, such as finance settlements, release settlements, lodgements, etc. I was responsible for multiple sites running concurrently with a project budget more than $2m.

 

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Senior Business Process Analyst

Raber Consulting Pty Ltd

January 2012 to February 2012 (2 months) Perth Area, Australia

 

Capricorn Mutual Ltd (CML) provides Protection products exclusively for Capricorn Members and their associates. Capricorn Mutual products are only available through its tied-agent, Capricorn Risk Services (CRS Pty Ltd). CRS operates a dedicated network across Australia and New Zealand. I was contracted through Raber Consulting to review and understand the as-is state of the CML.

 

Key Accountabilities (include not limited to):

 

• Lead, mentor and up-skill business resources on conducting workshops and process development.

• Undertake current state business process mapping (BPM) using lean six sigma methodology.

• Create baseline and templates to document and capture the current state business process mapping.

• Conduct workshops with key stakeholders and subject matter experts.

• Document and report findings.

 

Key Achievement:

 

• Responsible for developing the end to end CML Operational Framework, identifying and reporting the key gaps in the business model within two months.

 

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Project Manager / Business Analyst

ATI Solutions Group Pty Ltd

August 2011 to October 2011 (3 months) Perth Area, Australia

 

Roy Hill is a world-class integrated iron ore mining, rail and port operation in the Pilbara region of West Australia. I was contracted through ATI to assist with the implementation the accommodation and travel system for Roy Hill.

           

Key Accountabilities (include not limited to):

 

• Manage stakeholders.

• Gather business requirements.

• Co-ordinate with the vendor, key stakeholders and subject matter experts.

 

Key Achievement:

 

• Accountable for establishing and implementing methodologies to enable clear definition and articulation of business requirements and implementation of benefits realization at Roy Hill. Despite entrenched cultural resistance, I was able to lead the organisation to a phased project delivery approach and the successful gathering of the business requirements for the new site accommodation and travel system prior to implementing.

 

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Business Analyst

Western Power

November 2010 to August 2011 (10 months) Perth Area, Australia

 

Western Power is a statutory corporation established by the Electricity Corporations Act 2005 (WA). It is owned by the State Government of Western Australia and is accountable to the Minister for Energy.  It is responsible for building, maintaining and operating the electricity network within the South West Interconnected System (SWIS). I was contracted as a Business Analyst to support the business on various projects across the business at any one time.

 

Key Accountabilities (include not limited to):

 

• Manage stakeholders.

• Gather business requirements.

• Conduct workshops.

 

Key Achievement:

 

• Completion of detailed analysis of business resource requirements, defined capability / capacity gaps and developed remedial plans for implementation for projects such as (including not limited to) Resource Onboarding, HR Reporting, Human Resource Strategy.

 

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Project Manager / Business Analyst

Fortescue Metals Group Ltd (FMG)

July 2010 to October 2010 (4 months) Perth Area, Australia

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Fortescue Metals Group Ltd is an Australian iron ore company. Fortescue is the fourth largest Iron ore producer in the world as of March 2011. The company has holdings of more than 87,000km in the Pilbara region of Western Australia making it the largest tenement holder in the state. I was contracted to implement the new business system to support FMG’s new mine safety requirements.

 

Key Accountabilities (include not limited to):

 

• Manage stakeholders.

• Gather business requirements.

• Conduct workshops.

• Developing, plan and project manage the implementation of a new business system to support FMG’s new mine safety requirements

• Develop and design the processes and training program to ensure all employees and contractors where compliant prior to entering any FMG sites.

• Implement and conduct the train the trainer program for the key contractors and FMG personnel. 

 

Key Achievement:

 

• Implementation of a new business system to support FMG’s new mine safety requirements. The organisation had unsuccessfully tried this implementation previously, during my tenure the system was rolled out on the first site in three months.​

      

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Technical Writer / Business Analyst

Royal Automobile Club WA (RAC WA)

November 2009 to July 2010 (9 months) Perth Area, Australia

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The RACWA is a motoring club and mutual organisation, offering motoring services and advice, insurance, travel services, finance, driver training and exclusive benefits for their members. I was contracted on the Disaster Recovery (DR) Project.

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Key Accountabilities (include not limited to):

 

• Analyse the RAC’s critical business functions, process-mapping systems and undertaking critical gap analysis of Production and Disaster Recovery Plans, systems and processes.

• Manage stakeholders.

• Gather business requirements.

• Conduct workshops. 

 

Key Achievement:

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• Developed detailed IT infrastructure map for the production and the existing Disaster Recovery site, as there was no IT infrastructure map prior.  Designed so the business could easily understand.

• Developed and designed a detailed IT infrastructure map for the complete Disaster Recovery site, as I identified that the Disaster Recovery site was non-compliant and would not meet the needs of the business.

 

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Central Interchange Processing (CIP) Business Consultant - Customer Services Team (CST)

CardLink Services Ltd (BPAY)

December 2006 to September 2009 (2 years and 10 months) Sydney Area, Australia

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BPAY Pty Ltd operates the BPAY Scheme for all its Members and is a wholly owned subsidiary of BPAY Group Limited (previously known as Cardlink Services Ltd.). BPAY Group Limited is owned equally by Australia and New Zealand Banking Group Limited, Commonwealth Bank of Australia, National Australia Bank Limited and Westpac Banking Corporation. BPAY offers fast, secure and convenient bill payments through over 150 Australian financial institutions, such as banks and credit unions, covering over 95 per cent of the consumer banking market. That means most Australians can now enjoy the convenience of paying their bills with BPAY.  With BPAY offered on over 45,000 bills (via 23,000 billers and more than 23,000 Sub Billers), these businesses cover a spectrum of industries with over 299 industry (ANZSIC) codes represented in the BPAY biller file. They now accept more payments than ever. Each day BPAY process on average 1.5 million transactions to the value of $1.3 billion. I was contracted by CardLink to support BPAY and CBA SafeConnect products.

 

Key Accountabilities (include not limited to):

 

• Support BPAY and CBA SafeConnect products to ensure CardLink met SLA's.

• Identify and implement a new company wide Project Management Methodology.  I analysed existing processes and documentation, reviewed popular methodologies (Prince II, PMBOK and RUPP) for best business fit and presented my recommendation to the Executive Team. 

• Act as the Relationship Manager for BPAY and CBA’s (non-Merchant products) as required.

• Define and document the roles and responsibilities for the relationship and operational areas of CardLink (CIP Business, CRT and Support).

• Lead projects as required.

• Conduct business analysis tasks as required.

 

Key Achievement:

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• Implemented a new company wide Project Management Methodology.  

• Acted as the Relationship Manager for BPAY and CBA’s (non-Merchant products) for five months while the role was vacant.  During this time customer satisfaction results increased from a rating of 3 to 2 out of 5 (1 being the highest) during the relevant period.

• Led a strategic project to migrate Telstra, a major BPAY biller, from a multi billing system to a single billing system.  Ensuring a seamless transition for the Telstra payers and the on-going viability of BPAY View product. 

• Led a $550k project to implement an automated Billing and Reporting System for CardLink and BPAY.  As a direct consequence of this new system, invoicing is now automated and approvals are tracked.  As a result BPAY are now also able to produce generic and personalised reports.

• Led a project to implement a web portal for SafeConnect to reduce support levels.  As a direct consequence this reduced the time to provisions safes by 50% and support levels by 75%. 

• Re-engineered and optimised processes for SafeConnect to resolve a critical situation between CBA and CardLink. I was the product expert for both organisations, advising CBA of improvement opportunities.  As a direct consequence of this, CBA provided CardLink with an exceptional customer service ranking (moving from a service rating of 2 to 9 out of 10 (10 being the highest)).

• Redesigned the BPAY View integration process and developed comprehensive documentation to improve the effectiveness of future integrations and training.

 

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Process Analyst – Planning, Process and Administration Department

David Jones Ltd

November 2004 – December 2006 (2 years 2 months) Sydney Area, Australia

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David Jones Limited, trading as David Jones (colloquially DJs), is an Australian upmarket department store, owned by South African retail group Woolworths Holdings Limited.  David Jones was founded in 1838 and is the oldest continuously operating department store in the world still trading under its original name. It currently has 39 stores located in most Australian states and territories. I was contracted to represent and support all stores and warehouses as required.

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Key Accountabilities (include not limited to):

 

• Support and represent all stores and warehouses as required to ensure best customer service experience.

• Project lead as required representing all stores and warehouses.

• Undertake current and future state business process mapping (BPM) for the as is and to be future state.

• Conduct business analysis tasks as required.

 

Key Achievement:

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• Reviewed and provided assurance that 36 stores and 4 warehouses complied with legislation.

• Led a compliance project, which removed $6 million worth of non-compliant merchandise from the business with the least amount of impact to stores and warehouses.

• Re-engineered and implemented the Hamper Complaints Process, in order to reduce loss.  Prior to the successful completion of this project losses had risen to 50% of total business volume for a three year period. Post review of the projects success showed losses had reduced to 5% of total business value.

• Responsible for rationalising the policy and procedures process, including the policy/procedure creation process, allocating the responsibility for procedural creation to operational business units and developing and delivering a toolkit and training implementation process to transfer skills to the operational business units.

 

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Portfolio / Business Analyst – Project Co-coordinator / Manager

TOWER Australia Ltd (TAL)

July 2001 – November 2004 (3 years 5 months) Sydney Area, Australia

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TAL is Australia's largest Life Insurance specialist, dedicated to making Life Insurance easy and helping people get peace of mind and  financial security.  TAL has been a life insurance specialist for over 140 years. Insuring more than 3.7 million Australians. In 2015 paid over $1 billion in claims. TAL has 1600 team members across six offices around Australia. I was contracted by TAL to project manager / co-ordinate the production and distribution of Corporate and Personal Superannuation statements for six TOWER products. 

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Key Accountabilities (include not limited to):

 

• Manage the production and distribution of Corporate and Personal Superannuation statements for six TOWER products.

• Authorise printing runs, including liaison with the printing company, Marketing and IT for the testing of data to ensure correct statements were produced as per the project plan.

• Team member (working with external consultants) on performance improvement program which delivered significant improvements in the business’s profit performance.

• Assist with business analysis and project office activities, including the development of major deliverable documents.

 

Key Achievement​​:

 

• Researched and implemented a methodology for the design and implementation of all business projects, resulting in a consistent means for the business to run and report on projects and assess the deliverable outcomes.  Prior to the successful completion of the project methodology projects were run inconsistently and it was not possible to actually assess business benefits.

• Designed, developed, programmed and implemented the Project Services first intranet site which enabled all business units’ access to the project methodology and the current project status ensuring a capacity to track project milestones and deliverables, including resource utilisation in real time.

• Developed and documented the operational processes for the Financial Services Reform Act (FSRA) implementation.

• Designed and developed a new leads tracking system to capture and report sales data.

• Reviewed amendments to the Family Law Act (Superannuation and Divorce) legislation, and developed procedures and call scripts to adhere to the amended Family Law Act.