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Business Process Consultant
Steven Lwanga
,
SE23 3AA, United Kingdom
Experience
Other titles
Skills
I'm offering
Business and System professional with a focus on Future state development, ERP configuration in-cloud
Summary: Experienced Oracle analyst within the consulting Systems Integration Practice with a specific focus in configuration and design. Project experiences include Talisman Energy, Deployment Analyst. Deployed Maximo and enabled receiving functionality. Rio Tinto IS&T delivery project on business solutions. Competent in the following modules: Receivables and Collections, General Ledger, Payables, Cloud Infrastructure Explorer Badges
Summary: Experienced Oracle analyst within the consulting Systems Integration Practice with a specific focus in configuration and design. Project experiences include Talisman Energy, Deployment Analyst. Deployed Maximo and enabled receiving functionality. Rio Tinto IS&T delivery project on business solutions. Competent in the following modules: Receivables and Collections, General Ledger, Payables, Cloud Infrastructure Explorer Badges
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
job
Co-Founder/Senior Business Analyst
Olivianz London.
London (UK)
Analyst, Founder
2018 - 2019
internship
Business Intern
Creditenable.
Internal
2018 - 2018
job
Junior Service Architect
SITA. Hays.
• Worked within the Pre-Sales and Bid Support Northern Europe Business Division of Air Transportation provider
• Contributed the team's win ratio by increasing individual win ratio into the high 50% through effective, accurate and timely compilation of capital and operations service costs, service level agreements, schedules, risks and penalties for a
variety of customers such as Bristol, Glasgow, Madrid, Zurich and Vinci Group of Airports.
• Promoted customer-value creation by professionally and astutely challenging field services provider quotations to ensure SITA obtained competitive market driven costs from its preferred list of suppliers. Therefore, ensuring that its
customers were provided with value for money
• Enhanced team productivity and knowledge by undertaking due diligence activities on high value renewal contracts
such as Hapag Lloyds, Vinci Group and Zurich Airport I.e., $10-100m Circa. Determined organisational structure, service
contract types, service type and resources; Number of employees, salaries and Service Level Agreements (SLAs) for
brown and greenfield contracts ensuring a seamless retrieval of required contract information for response RFP
• Created value by accurately documenting operations costs; Number of Employees, 3rd Parties, Service Levels,
Warranty and Logistics charges, identified and calculated any operational, commercial and intellectual risks that might
affect the company. Identified and allocated (dollar value) risks, assumptions, penalties, contingencies and credits
• Instrumental in the development of service operating model for newly introduced product called NetScan
incorporating Level 1, 2, 3 and 4 service activities- field services, first line response, incident and problems
• Worked collaboratively with the bid management team to successfully provide robust service level costs for a variety of contract lengths; 12+1,24+1,36 and 60 months and determined one-off and monthly recurring charges; Transitioning
and Service Operating Centre and Service Management fees at each client site
• Made astute commercial contribution to deals through robust review of each bid I worked on; renewal and new
business bids in the region of $300k-$5m such as Glasgow and Bristol Airport, Geneva Parking, Ashgabat, Globalia and Stuttgart Airport, Globalia, Minsk, Stuttgart and Iberia ensuring operational costs were accurate and timely bids
• Contributed the team's win ratio by increasing individual win ratio into the high 50% through effective, accurate and timely compilation of capital and operations service costs, service level agreements, schedules, risks and penalties for a
variety of customers such as Bristol, Glasgow, Madrid, Zurich and Vinci Group of Airports.
• Promoted customer-value creation by professionally and astutely challenging field services provider quotations to ensure SITA obtained competitive market driven costs from its preferred list of suppliers. Therefore, ensuring that its
customers were provided with value for money
• Enhanced team productivity and knowledge by undertaking due diligence activities on high value renewal contracts
such as Hapag Lloyds, Vinci Group and Zurich Airport I.e., $10-100m Circa. Determined organisational structure, service
contract types, service type and resources; Number of employees, salaries and Service Level Agreements (SLAs) for
brown and greenfield contracts ensuring a seamless retrieval of required contract information for response RFP
• Created value by accurately documenting operations costs; Number of Employees, 3rd Parties, Service Levels,
Warranty and Logistics charges, identified and calculated any operational, commercial and intellectual risks that might
affect the company. Identified and allocated (dollar value) risks, assumptions, penalties, contingencies and credits
• Instrumental in the development of service operating model for newly introduced product called NetScan
incorporating Level 1, 2, 3 and 4 service activities- field services, first line response, incident and problems
• Worked collaboratively with the bid management team to successfully provide robust service level costs for a variety of contract lengths; 12+1,24+1,36 and 60 months and determined one-off and monthly recurring charges; Transitioning
and Service Operating Centre and Service Management fees at each client site
• Made astute commercial contribution to deals through robust review of each bid I worked on; renewal and new
business bids in the region of $300k-$5m such as Glasgow and Bristol Airport, Geneva Parking, Ashgabat, Globalia and Stuttgart Airport, Globalia, Minsk, Stuttgart and Iberia ensuring operational costs were accurate and timely bids
Operations, Contracts, Due Diligence, Management, Sales, RFP, Service, Service Management, Bid management, Support, Development, Contracts, Customer
2016 - 2017
internship
MBA Intern-Market Strategy Consultant, Tarmac Lime & Powder
unknown.
Internal
2015 - 2015
job
Senior Strategic Planning Analyst-Operations
Mantrac Group.
Worked in Strategy Department to Support the 5-year annual planning process by liaising with regional Marketing
Effectiveness Mangers, to clearly understand and document the 5-year sales look-a-head for the three products lines:
power, machines and service
• Utilised collaboration, information sharing and financial forecasting by managing, arranging and leading weekly
conference calls with Regional Effectiveness Mangers to collate sales, revenue data to successfully fill-out 5-year
strategy templates and validate regional macroeconomic factors, staffing levels and other resources that could impact
sales. Documented planned initiatives, timelines, budgets required to elevate poor top line performance
• Enabled senior management to make strategic, data driven decisions by providing a consolidation of Group Revenue,
Revenue per region, profit margin and internal KPI's figures for each region for and product line, utilised strategic
planning annual templates, waterfall graphs to communicate forecasted Business Unit and Centres of Excellence
financial performance for 2015-2020
• Effectively communicated with Business Units and Centre of Excellence in a timely manner, heavily contributing to the collaborative and information sharing objectives of the team which added value to both internal and external clients.
• Utilised Excel to generate Senior Management Business Report (MBR) and strategic committee Packs that contributed
to the decision-making process through thorough financial and strategic data and information complied via templates,
I was able to provide insightful commentary and variance analysis to enable senior management to drive growth
• Assisted the department with the standardisation of the forecasting process through issuing Excel template, managed
scheduled reviews and completion dates. This process is further enhanced via the delivery and production of Training
manual for other Territory Strategic Planning Analysts to ensures standardisation was universally applied
Effectiveness Mangers, to clearly understand and document the 5-year sales look-a-head for the three products lines:
power, machines and service
• Utilised collaboration, information sharing and financial forecasting by managing, arranging and leading weekly
conference calls with Regional Effectiveness Mangers to collate sales, revenue data to successfully fill-out 5-year
strategy templates and validate regional macroeconomic factors, staffing levels and other resources that could impact
sales. Documented planned initiatives, timelines, budgets required to elevate poor top line performance
• Enabled senior management to make strategic, data driven decisions by providing a consolidation of Group Revenue,
Revenue per region, profit margin and internal KPI's figures for each region for and product line, utilised strategic
planning annual templates, waterfall graphs to communicate forecasted Business Unit and Centres of Excellence
financial performance for 2015-2020
• Effectively communicated with Business Units and Centre of Excellence in a timely manner, heavily contributing to the collaborative and information sharing objectives of the team which added value to both internal and external clients.
• Utilised Excel to generate Senior Management Business Report (MBR) and strategic committee Packs that contributed
to the decision-making process through thorough financial and strategic data and information complied via templates,
I was able to provide insightful commentary and variance analysis to enable senior management to drive growth
• Assisted the department with the standardisation of the forecasting process through issuing Excel template, managed
scheduled reviews and completion dates. This process is further enhanced via the delivery and production of Training
manual for other Territory Strategic Planning Analysts to ensures standardisation was universally applied
Marketing, Excel, Operations, Forecasting, Training, Strategic Planning, Management, Sales, Service, Growth, Support, Analyst, KPI, Power, Production
2015 - 2015
internship
Associate Intern-Business Analyst-Operations
Deutsche Bank.
• Worked in the Group Process and Finance department on the Operations with a bulge bank
• Collaboratively worked on Fund Transfer Pricing (FTP) project, that required a complete operations re-structure and successful alignment of key audit points with existing regulation. With three products to assess; fixed income,
derivatives and direct changes, I was able to quickly assess the information pertaining to asset
• Instrumental in the creation of a strategic overview and design of current and future Target Operating Model (TOM) for
new Fund Transfer Pricing process (design and implementation). Designed organisational structure and reporting lines,
resource allocation, operation location, roles and responsibilities through the identification of various banking roles,
Vice President, Associate and Specialist. In addition, drafted job descriptions for the various roles listed above to assist
human resource and the division is talent identification
• Carried out a cost-benefit assessment to clearly illustrate the benefits of off-shoring vs on-shoring such as Pune, Manila
and Mumbai, as the bank held assets in Asia and Asia Pacific, I confident that expansion of operations in a low-cost
region was justified. Further contributed to the division's risk aversion by undertaking a thorough impact assessment of the new Target Operating Model (TOM) on the bank Fund Transfer Process at each location
• Through end-user facilitation sessions I was able to create process flow diagram to Level 4 and 5 for products; Fixed
Income, Derivatives, Direct funding charges enabling management to clearly visualise the data and human interactions
• Further enhanced the division's knowledge management and documentation capabilities through the creation of a Run
Book for Target Operating Model for Fund Transfer Pricing process for Fixed Income, Derivatives and Direct charges
assets. Mapped changes to existing operating models that confirmed Target Operating Model change requirements
• Used existing corporate taxonomy, Roles and Responsibilities documentation
• Created Level 4 and Key Operating Procedures (KOPs) for FTP process and successfully collaborated with key
stakeholders and supported Project Manager with accurate and timely operations documentation that represented the future state. Facilitated change control processes associated with business requirements-Apps and infrastructure
• Collaboratively worked on Fund Transfer Pricing (FTP) project, that required a complete operations re-structure and successful alignment of key audit points with existing regulation. With three products to assess; fixed income,
derivatives and direct changes, I was able to quickly assess the information pertaining to asset
• Instrumental in the creation of a strategic overview and design of current and future Target Operating Model (TOM) for
new Fund Transfer Pricing process (design and implementation). Designed organisational structure and reporting lines,
resource allocation, operation location, roles and responsibilities through the identification of various banking roles,
Vice President, Associate and Specialist. In addition, drafted job descriptions for the various roles listed above to assist
human resource and the division is talent identification
• Carried out a cost-benefit assessment to clearly illustrate the benefits of off-shoring vs on-shoring such as Pune, Manila
and Mumbai, as the bank held assets in Asia and Asia Pacific, I confident that expansion of operations in a low-cost
region was justified. Further contributed to the division's risk aversion by undertaking a thorough impact assessment of the new Target Operating Model (TOM) on the bank Fund Transfer Process at each location
• Through end-user facilitation sessions I was able to create process flow diagram to Level 4 and 5 for products; Fixed
Income, Derivatives, Direct funding charges enabling management to clearly visualise the data and human interactions
• Further enhanced the division's knowledge management and documentation capabilities through the creation of a Run
Book for Target Operating Model for Fund Transfer Pricing process for Fixed Income, Derivatives and Direct charges
assets. Mapped changes to existing operating models that confirmed Target Operating Model change requirements
• Used existing corporate taxonomy, Roles and Responsibilities documentation
• Created Level 4 and Key Operating Procedures (KOPs) for FTP process and successfully collaborated with key
stakeholders and supported Project Manager with accurate and timely operations documentation that represented the future state. Facilitated change control processes associated with business requirements-Apps and infrastructure
Infrastructure, President, Manager, Internal, Asia, Processes, Audit, Assessment, Analyst, Design, Apps, Implementation, Banking, Finance, Management, Audit, Operations, Project Manager
2014 - 2014
job
Business Analyst-Operations, BPP Manchester UK (Home, Permanent)
unknown.
• Worked in PMO department for an educational provider of Professional Accounting qualifications-ACCA, ACA, CFA, Law
• Supported Product Manager with the software development and scaling of Exams-on-demand to Global market
• As Lead Business Analyst, contributed to the company's growth objectives through a systematic review of existing
operations and systems. led As-Is business and system review to determine, document, validate and obtain sign-off for
existing Group Marking Process, Customer Buying Process and reviewed Commercial Student Offers
Group Marking Process
• Carried out facilitation/process walk-through with Marking Manager to clearly understand, document, validate and led
sign-off process for As-Is process. The process results were communicated to Product Manager and Sign-off
• Promoted innovation and development through the conceptualisation of 'To-Be' marking processes, utilised Business
Process Mapping Nation (BPMN), Unified Modelling Language (UML) to create To-Be process in collaboration with technology, Marking and Assessment team, with the use of Visio I was able to communicate to stakeholder
• Successfully obtained stakeholder buy-in and was able to deliver process walk-through to Marking Manager, thus
enabling validation of current state of end-to-end marking process that is essential in effect change management
• Led key commercial technology risks assessment associated with existing commercial offering- identified risk owners,
commercial liability in the marketing proposition that provided a 100% retake guarantee to all student that failed
• Successfully achieved end user sign-off of new design functionalities; functional, non-functional- technical
requirements, To-Be marking processes and technologies, acceptance criteria-features introduction testing and Service
Level Agreements (SLA's)
Saving achieved:
1) The cost-benefit analysis demonstrated a saving of £100,000 per annual through elimination of the paper process,
stamps, packaging and team reduction to two employees from five
2) Reduced processing time from 2-weeks to 3-working days as a result of digital workflows, digital and automated
marking enabled (Innovation-enabled the scaling of software as it introduced multiple opportunities of automation)
3) End-to-end process view of entire Marking Process was visible, documented and accessible all authorised members
4) Commercial saving in the £100,000's as a result of identifying that the 100% retake guarantee was a potential
commercial risk, give the annual student examination failure rate was 45% of a 100,000+ student population
• Supported Product Manager with the software development and scaling of Exams-on-demand to Global market
• As Lead Business Analyst, contributed to the company's growth objectives through a systematic review of existing
operations and systems. led As-Is business and system review to determine, document, validate and obtain sign-off for
existing Group Marking Process, Customer Buying Process and reviewed Commercial Student Offers
Group Marking Process
• Carried out facilitation/process walk-through with Marking Manager to clearly understand, document, validate and led
sign-off process for As-Is process. The process results were communicated to Product Manager and Sign-off
• Promoted innovation and development through the conceptualisation of 'To-Be' marking processes, utilised Business
Process Mapping Nation (BPMN), Unified Modelling Language (UML) to create To-Be process in collaboration with technology, Marking and Assessment team, with the use of Visio I was able to communicate to stakeholder
• Successfully obtained stakeholder buy-in and was able to deliver process walk-through to Marking Manager, thus
enabling validation of current state of end-to-end marking process that is essential in effect change management
• Led key commercial technology risks assessment associated with existing commercial offering- identified risk owners,
commercial liability in the marketing proposition that provided a 100% retake guarantee to all student that failed
• Successfully achieved end user sign-off of new design functionalities; functional, non-functional- technical
requirements, To-Be marking processes and technologies, acceptance criteria-features introduction testing and Service
Level Agreements (SLA's)
Saving achieved:
1) The cost-benefit analysis demonstrated a saving of £100,000 per annual through elimination of the paper process,
stamps, packaging and team reduction to two employees from five
2) Reduced processing time from 2-weeks to 3-working days as a result of digital workflows, digital and automated
marking enabled (Innovation-enabled the scaling of software as it introduced multiple opportunities of automation)
3) End-to-end process view of entire Marking Process was visible, documented and accessible all authorised members
4) Commercial saving in the £100,000's as a result of identifying that the 100% retake guarantee was a potential
commercial risk, give the annual student examination failure rate was 45% of a 100,000+ student population
Technology, Customer, Manager, LED, Processes, Processing, Software, Development, Testing, Assessment, Analyst, Growth, It, Process Mapping, Marketing, UML, Service, Management, Visio, Automation, Product Manager, PMO, Innovation, Software development, Packaging, Operations, Change management, Design
2012 - 2013
job
Business Analyst
Accenture Australia.
Talisman Energy- Business Analyst-Maximo Deployment-Change Management
As a Business Analyst, worked in Mid-Cap oil and gas organisation, reviewed, analysed and implemented Maximo receiving
function for APAC operations, logistics and procurement teams in Brisbane using Business Process Modelling and BPMN.
• Assisted Project Manager in the review of As-Is Procure-To-Pay process for Brisbane, Port Moresby and APAC
personnel. Managed walkthroughs and documented issues, impacts into Accenture Delivery Methods templates
• Created process charts in Visio and updated issues and impact templates throughout the client engagement
• Undertook bottom up qualitative and quantitative analysis of current, forecasted spend on drill bits, cement, and fuel
as they were identified as high value items that required senior management attention and were ideal for change
• Provided deployment support to the Supply Change division with regards to system process and implementation
discrepancies between regional and global view
• Gathered data; logistics and drilling costs to better understand the process requirements, designed improvements,
highlighted operations system limitations and possible ways to provide a working solution
• Managed UAT process with end-users and designed training material to aid seamless process implement
Rio Tinto-Change Specialist- IS&T Release
As a Change Specialist, worked in Mining organisation to manage change for SAP Deployment and Transition within the IS&T
releases technology consulting team
• Worked on three SAP Procurement releases system features; contractor agency, workflow and Canadian account
automation to ensure relevant information is accessible, available, and accurate
• Liaised with project owner to support their process improvement drive-automation of procurement and sub-contract
employees
• As a transition lead, ensured the changes built were ready for go-live had all global release notes; created information
sheets, activity instructions, communication notes to internal end users with regards to the continuous IT releases and training sheet where appropriate for the regions-Canada and APAC
• Held meetings with technical and functional consultants to fully understand BUSPROC20 documents. Reviewed
BUSPROC20; SAP Accounts Payable and Account Receivables to fully understand IT process improvements, used in-
house RACI software to identify which roles would be affected by each release. Prioritised via MosCow framework to ensure key deliverables were met
BG Group- Win 7 Deployment Engineer- Pre-Build
As a Deployment Engineer, I worked in an Integrated oil and gas firm, to deploy new Windows software to Brisbane based
teams
• Verified user application requests and ensured apps passed UAT and managed connection tool to aid deployment-
Altiris console & inventory management system
• Build-Used DUDE to successful migrate to Win 7 onto Australian QGC users, created back file, ran BIOS setting and upgrade if required.
• Executed PXE Boot to initialized migration of Win 7, logged user request for additional applications and Post-Build-
undertook through post migration checklist, ensured users favourites, desktop, H: drive was restored and Ensured
folders, networks and emails were restored
As a Business Analyst, worked in Mid-Cap oil and gas organisation, reviewed, analysed and implemented Maximo receiving
function for APAC operations, logistics and procurement teams in Brisbane using Business Process Modelling and BPMN.
• Assisted Project Manager in the review of As-Is Procure-To-Pay process for Brisbane, Port Moresby and APAC
personnel. Managed walkthroughs and documented issues, impacts into Accenture Delivery Methods templates
• Created process charts in Visio and updated issues and impact templates throughout the client engagement
• Undertook bottom up qualitative and quantitative analysis of current, forecasted spend on drill bits, cement, and fuel
as they were identified as high value items that required senior management attention and were ideal for change
• Provided deployment support to the Supply Change division with regards to system process and implementation
discrepancies between regional and global view
• Gathered data; logistics and drilling costs to better understand the process requirements, designed improvements,
highlighted operations system limitations and possible ways to provide a working solution
• Managed UAT process with end-users and designed training material to aid seamless process implement
Rio Tinto-Change Specialist- IS&T Release
As a Change Specialist, worked in Mining organisation to manage change for SAP Deployment and Transition within the IS&T
releases technology consulting team
• Worked on three SAP Procurement releases system features; contractor agency, workflow and Canadian account
automation to ensure relevant information is accessible, available, and accurate
• Liaised with project owner to support their process improvement drive-automation of procurement and sub-contract
employees
• As a transition lead, ensured the changes built were ready for go-live had all global release notes; created information
sheets, activity instructions, communication notes to internal end users with regards to the continuous IT releases and training sheet where appropriate for the regions-Canada and APAC
• Held meetings with technical and functional consultants to fully understand BUSPROC20 documents. Reviewed
BUSPROC20; SAP Accounts Payable and Account Receivables to fully understand IT process improvements, used in-
house RACI software to identify which roles would be affected by each release. Prioritised via MosCow framework to ensure key deliverables were met
BG Group- Win 7 Deployment Engineer- Pre-Build
As a Deployment Engineer, I worked in an Integrated oil and gas firm, to deploy new Windows software to Brisbane based
teams
• Verified user application requests and ensured apps passed UAT and managed connection tool to aid deployment-
Altiris console & inventory management system
• Build-Used DUDE to successful migrate to Win 7 onto Australian QGC users, created back file, ran BIOS setting and upgrade if required.
• Executed PXE Boot to initialized migration of Win 7, logged user request for additional applications and Post-Build-
undertook through post migration checklist, ensured users favourites, desktop, H: drive was restored and Ensured
folders, networks and emails were restored
Go, Apps, Inventory management, Analyst, Software, Organization, Energy, Oil and Gas, Maximo, Support, Framework, Energy, Drilling, Ideal, UP, Manager, Drilling, Change management, Implementation, It, Windows, Technology, Workflow, Consulting, Management, Visio, Automation, Procurement, Training, Deployment, SAP, Operations, Project Manager
My education
2021
Oracle University
Receivables, Payables, General Ledger Explorer Badge, ERP Certifications
Receivables, Payables, General Ledger Explorer Badge, ERP Certifications
Oracle University
MBA, Energy
MBA, Energy
Brunel University
MSc, Business Systems Integration
MSc, Business Systems Integration
University of East London Financial Management
MSc, N/a
MSc, N/a
City University Aeronautical Engineering
Bachelors, N/a
Bachelors, N/a
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