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Highly experienced business analyst / architect
graham osborne
,
Carlton Miniott, United Kingdom
Experience
Other titles
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I'm offering
To add
Markets
United Kingdom
Industries
Language
English
Fluently
Ready for
Larger project
Ongoing relation / part-time
Full time contractor
Available
My experience
2019 - ?
freelance
Business Analyst / Consultant
Bank of London & Middle East.
BLME recruited my services in order to produce a set of business requirements and business case documentation for two projects. The first to allow them to evaluate the benefits / costs of implementing a mortgage origination and servicing system(s), the second to source and evaluate digital banking providers.
I have worked with the key stakeholders to build a set of requirements and source and locate potential providers to build business cases sufficient to allow the BLME Executive Committee to select and approve the most appropriate solutions in what will be the largest investment in IT systems undertaken to date by the Bank.
Following the completion of my research and production of my recommendations I was asked to extend my contract for a further four months to review the Banks Target Operating Model following restructuring. I am presently running a project to complete a recommendations report for the Executive Board as well as designing and implementing a Proof of Concept utilising the banks existing CRM software and leading a small team of developers using an Agile approach to facilitate a revised operating model in a key area involving the Banks front and back office teams.
I have worked with the key stakeholders to build a set of requirements and source and locate potential providers to build business cases sufficient to allow the BLME Executive Committee to select and approve the most appropriate solutions in what will be the largest investment in IT systems undertaken to date by the Bank.
Following the completion of my research and production of my recommendations I was asked to extend my contract for a further four months to review the Banks Target Operating Model following restructuring. I am presently running a project to complete a recommendations report for the Executive Board as well as designing and implementing a Proof of Concept utilising the banks existing CRM software and leading a small team of developers using an Agile approach to facilitate a revised operating model in a key area involving the Banks front and back office teams.
Research, CRM, Agile, It, Business Case, Banking, Analyst, Software, Office, Business cases, Production
2018 - 2019
job
Business Analyst
DPR Consulting.
DPR have forty European financial clients using their Mortgages and Savings Packages. DPR were acquired by Norland capital in July of 2017 and have expanded their head count to meet growing demand and expansion plans.
Having been tasked with the role of completing an upgrade for a DPR client that had been repeatedly let down I have quickly built up knowledge of a highly complex program suite that is poorly documented. Having successfully implemented the upgrade I had my contract extended for a second six month term to help another larger client implement a significant upgrade. I dealt with the clients systems team to agree requirements, plan release contents and ensure off-shore development teams complete the development of changes required. I also managed a variety of other activities to ensure the clients objectives are supported by the DPR Mortgage package that I support.
Having been tasked with the role of completing an upgrade for a DPR client that had been repeatedly let down I have quickly built up knowledge of a highly complex program suite that is poorly documented. Having successfully implemented the upgrade I had my contract extended for a second six month term to help another larger client implement a significant upgrade. I dealt with the clients systems team to agree requirements, plan release contents and ensure off-shore development teams complete the development of changes required. I also managed a variety of other activities to ensure the clients objectives are supported by the DPR Mortgage package that I support.
Support, Analyst, Development, Off-shore, UP
2016 - 2017
freelance
Business Architect/Analyst/Mortgage Servicing Consultant
GFT Consultancy.
Sabadell employed GFT as one of three systems integrators as part of a large project to migrate TSB systems and infrastructure from the Lloyds Banking Group (LBG).
I was appointed as the mortgage servicing business and mortgage software product (UFSS - Unisys Financial Services System) specialist responsible for the migration of 200,000 mortgages.
I was the main provider of requirements and reviewer for the £20m six-year contract that was negotiated with Unisys who were to take over the hosting of the UFSS system for 1800 TSB users along with the migration of the system. As the technical knowledge of the TSB system was largely within LBG and the end users had little understanding of the existing TSA agreement I worked with TSB servicing management and senior Sabadell procurement management to provide a framework of requirements leading to the signoff of the contract with Unisys in October 2016.
I worked with the TSB mortgage servicing teams to produce the requirements for all the changes needed for the mortgage servicing system to integrate with the Sabadell Banking System which resulted in changes to every existing inbound and outbound interface to the mortgage servicing system. I worked closely with the TSB mortgage operational areas to document the impact to their processes to prepare for the changes to their operational model.
I created several regular TSB/Sabadell/Software supplier meetings to promote understanding and bring awareness of the multiple areas of change that had to be dealt with across multiple disciplines within the TSB organisation.
Through a series of workshops, I presented to TSB mortgage operations representatives I persuaded TSB of the benefits of migrating their workflow toolset dealing with all inbound and outbound correspondence and work packets to use a module within UFSS providing considerable savings to Sabadell as there were no additional license costs. I then worked closely with the TSB internal support teams to ensure that their configuration was setup to support their proposed operating model. In addition I worked with the newly appointed third party vendor for document management to ensure the successful integration of all of the connected systems.
I worked alongside my GFT mortgage application systems expert and the TSB sales channels to ensure the application process enhancements would be met within the mortgages serving system. I also devised a means of dealing with the pipeline of mortgage applications to eliminate re-keying, which although politically difficult due to involving LBG was accepted after almost twelve months of deliberation as the only sensible approach.
As the project progressed, I worked onsite for approximately a third of the time in 2017 with the GFT technical team in Barcelona and to provide requirements for the integration components that they were responsible for. I also worked with the GFT and TSB test teams providing advice and guidance on the production and running of test scripts.
As a consultant to Sabadell I was frequently involved with senior stakeholders at the bank who were unable to easily understand the necessity for what they saw as overly complex and resource intensive (and therefore costly) processes that only applied to the mortgages workstream. I was for the most part able to explain and hold out for what I believed to be the right approach to ensure compliance and reduced risk of expensive and potentially costly errors.
I was appointed as the mortgage servicing business and mortgage software product (UFSS - Unisys Financial Services System) specialist responsible for the migration of 200,000 mortgages.
I was the main provider of requirements and reviewer for the £20m six-year contract that was negotiated with Unisys who were to take over the hosting of the UFSS system for 1800 TSB users along with the migration of the system. As the technical knowledge of the TSB system was largely within LBG and the end users had little understanding of the existing TSA agreement I worked with TSB servicing management and senior Sabadell procurement management to provide a framework of requirements leading to the signoff of the contract with Unisys in October 2016.
I worked with the TSB mortgage servicing teams to produce the requirements for all the changes needed for the mortgage servicing system to integrate with the Sabadell Banking System which resulted in changes to every existing inbound and outbound interface to the mortgage servicing system. I worked closely with the TSB mortgage operational areas to document the impact to their processes to prepare for the changes to their operational model.
I created several regular TSB/Sabadell/Software supplier meetings to promote understanding and bring awareness of the multiple areas of change that had to be dealt with across multiple disciplines within the TSB organisation.
Through a series of workshops, I presented to TSB mortgage operations representatives I persuaded TSB of the benefits of migrating their workflow toolset dealing with all inbound and outbound correspondence and work packets to use a module within UFSS providing considerable savings to Sabadell as there were no additional license costs. I then worked closely with the TSB internal support teams to ensure that their configuration was setup to support their proposed operating model. In addition I worked with the newly appointed third party vendor for document management to ensure the successful integration of all of the connected systems.
I worked alongside my GFT mortgage application systems expert and the TSB sales channels to ensure the application process enhancements would be met within the mortgages serving system. I also devised a means of dealing with the pipeline of mortgage applications to eliminate re-keying, which although politically difficult due to involving LBG was accepted after almost twelve months of deliberation as the only sensible approach.
As the project progressed, I worked onsite for approximately a third of the time in 2017 with the GFT technical team in Barcelona and to provide requirements for the integration components that they were responsible for. I also worked with the GFT and TSB test teams providing advice and guidance on the production and running of test scripts.
As a consultant to Sabadell I was frequently involved with senior stakeholders at the bank who were unable to easily understand the necessity for what they saw as overly complex and resource intensive (and therefore costly) processes that only applied to the mortgages workstream. I was for the most part able to explain and hold out for what I believed to be the right approach to ensure compliance and reduced risk of expensive and potentially costly errors.
Support, Processes, Framework, Production, Workflow, Organization, Software, Infrastructure, Analyst, Integration, Hosting, Banking, Workshops, Compliance, Sales, Management, Procurement, Test
2014 - 2016
job
Business Architect/Analyst
Unisys.
I returned to Unisys initially to assist in the later stages of a project to implement the Unisys mortgages and savings package across a consortium of three Building Societies and in particular to produce the business requirements for a new workflow module within the UFSS product and then to manage the third party relationship with the mortgage application provider (DPR) to integrate with their application front-end to facilitate forward scanning work assignments for mortgage and savings inbound correspondence.
Following the live implementation across the three societies in May of 2014, I was then requested (and funded directly by UKAR as a named specialist) to return to UKAR as a migration specialist and the Unisys mortgage servicing lead for project SLATE (the sale of 2.7Billion of mortgage assets) reporting to the UKAR program manager. The project involved multiple internal stakeholders and was the forerunner of plans UKAR had for further future asset sales and as such I was tasked with producing a repeatable approach that needed to consider all aspects of the migration such as mortgage applications, scanned images, recorded telephone conversations etc.
To this end I produced the requirements for a series of programs for data extraction that were suitable for the new mortgage servicer and were also suitable for future asset sales. The sale of the assets by UKAR included the provision of a number of days consultancy to the new provider for which I was the allocated specialist. I worked directly with the new servicing provider (Pepper) staff to provide appropriate documentation describing the data and to answer questions on the data provided along with the additional files that were provided such as mortgage application data, redeemed account data, reference data, configuration data (e.g. Code entries for table data, products, interest rates etc). I worked on the project from start to finish along with two-part time resources that reported to me with support from other technical specialists within the Unisys on-site team.
I worked alongside UKAR department leads reporting to the UKAR Program Manager with hands on responsibility for dress rehearsal and go-live planning and was on-site for multiple weekends in the lead up to go-live which saw all the mortgages redeemed on the UKAR system and successfully loaded onto the new providers system.
In my last year at UKAR I was again wholly funded at the request of senior UKAR management to be the Mortgage Servicing Unisys lead to work on a project (Neptune) to both sell £14bn of managed mortgage assets and prepare the company for a sale of itself as a mortgage operating company which was planned for 2016Q2. I was tasked with producing a highly complex set of requirements to enable the UFSS product to operate multiple brands with independent inputs and outputs within a single instance of the mortgage servicing platform. for the sale of £13bn of Assets.
This involved considerable complexities as the nature of the requirements had to allow for multiple brands and owners and the possibility that some of the new owners may wish to migrate the data at the time of the sale or (as was the preferred option) would be managed by the new operating company; which would require an internal migration of mortgages where they would move from one version of UFSS to a new multi-branded and segregated environment to ensure servicing of individual tranches of mortgages within a single instance of the mortgage serving system.
The project was hugely complex with a variety of permutations remaining open until very late in the sale process.
My work as the Unisys lead again involved the production of an overall approach that I was responsible for producing. Once approved by UKAR management the approach led to a series of change requests that I elicited the requirements for. I was then responsible for ensuring that the software designs produced by my Unisys development centre colleagues were presented and approved by the UKAR user departments responsible for the changes. I was responsible for ensuring the timely delivery of the programs to the UKAR internal test teams and providing oversight of the testing approach and results. When I left UKAR in February of 2016 the project was in the testing phase and later went on to complete in 2016Q2 using my design and approach.
Following the live implementation across the three societies in May of 2014, I was then requested (and funded directly by UKAR as a named specialist) to return to UKAR as a migration specialist and the Unisys mortgage servicing lead for project SLATE (the sale of 2.7Billion of mortgage assets) reporting to the UKAR program manager. The project involved multiple internal stakeholders and was the forerunner of plans UKAR had for further future asset sales and as such I was tasked with producing a repeatable approach that needed to consider all aspects of the migration such as mortgage applications, scanned images, recorded telephone conversations etc.
To this end I produced the requirements for a series of programs for data extraction that were suitable for the new mortgage servicer and were also suitable for future asset sales. The sale of the assets by UKAR included the provision of a number of days consultancy to the new provider for which I was the allocated specialist. I worked directly with the new servicing provider (Pepper) staff to provide appropriate documentation describing the data and to answer questions on the data provided along with the additional files that were provided such as mortgage application data, redeemed account data, reference data, configuration data (e.g. Code entries for table data, products, interest rates etc). I worked on the project from start to finish along with two-part time resources that reported to me with support from other technical specialists within the Unisys on-site team.
I worked alongside UKAR department leads reporting to the UKAR Program Manager with hands on responsibility for dress rehearsal and go-live planning and was on-site for multiple weekends in the lead up to go-live which saw all the mortgages redeemed on the UKAR system and successfully loaded onto the new providers system.
In my last year at UKAR I was again wholly funded at the request of senior UKAR management to be the Mortgage Servicing Unisys lead to work on a project (Neptune) to both sell £14bn of managed mortgage assets and prepare the company for a sale of itself as a mortgage operating company which was planned for 2016Q2. I was tasked with producing a highly complex set of requirements to enable the UFSS product to operate multiple brands with independent inputs and outputs within a single instance of the mortgage servicing platform. for the sale of £13bn of Assets.
This involved considerable complexities as the nature of the requirements had to allow for multiple brands and owners and the possibility that some of the new owners may wish to migrate the data at the time of the sale or (as was the preferred option) would be managed by the new operating company; which would require an internal migration of mortgages where they would move from one version of UFSS to a new multi-branded and segregated environment to ensure servicing of individual tranches of mortgages within a single instance of the mortgage serving system.
The project was hugely complex with a variety of permutations remaining open until very late in the sale process.
My work as the Unisys lead again involved the production of an overall approach that I was responsible for producing. Once approved by UKAR management the approach led to a series of change requests that I elicited the requirements for. I was then responsible for ensuring that the software designs produced by my Unisys development centre colleagues were presented and approved by the UKAR user departments responsible for the changes. I was responsible for ensuring the timely delivery of the programs to the UKAR internal test teams and providing oversight of the testing approach and results. When I left UKAR in February of 2016 the project was in the testing phase and later went on to complete in 2016Q2 using my design and approach.
Testing, ME, UP, Go, Manager, LED, Production, Workflow, Software, Design, Implementation, Development, Analyst, Support, Sales, Management, Test, SoMe
2014 - 2014
freelance
Consultant
unknown.
A six week intensive assignment to review all existing requirements and artefacts with the aim of providing assurance at board level that Nationwide was ready throughout all of its business channels for the imminent MMR regulatory changes. I worked within the companies central design team to complete a traceability matrix and an additional detailed report providing end to end assurance which highlighted two areas that had been overlooked with a plan of action sufficient to remedy the situation.
Design, Regulatory, Remedy
2013 - 2013
job
Business Analyst
Barclays.
In this assignment I worked on three projects within the mortgage sales channels which were undertaking an immense amount of business process change for commercial and regulatory reasons.
In my first project I worked with the mortgage sales telephony channel to implement a change to the team structure to direct all inbound mortgage sales inquiries into a central booking team. This was coupled with an increase in opening hours in the evenings and weekends and an upgrade to the telephony system. Barclays, like many large organizations, has multiple disciplines in a range of geographical locations. I was tasked with managing the internal stakeholders and ensuring their approval of the artefacts I produced which required skill and determination to identify appropriate personnel to ensure that artefacts could be successfully shared and reviewed and signoff achieved in a timely fashion.
In a very short period of time I was able to produce a detailed operational design which was used by Barclays to drive a multitude of internal tasks from website updates through to capacity planning to marketing. This document was signed off by all stakeholders within six weeks and two weeks ahead of the planned delivery date.
Then within the same sales team I worked with the Mortgage Market Review (MMR) project to move the Barclays non-advised mortgage sales team to an Advised, MMR compliant process. This involved in depth working with a number of Barclays departments such as Risk, Compliance and Mortgage Sale SME's to establish a broad vision of how the MMR guidelines would be implemented within the 'to be' mortgage sales process. The documents that I helped produce was then used as the basis for the training design for the 200 plus Barclays front line sales and support staff.
I was then tasked with a project to deliver a new Interest Only mortgage product due to launch in mid-2014 with the focus on obtaining signoff of business requirements and production of the overall operational design which I completed and obtained sign off for before the end of my assignment.
In addition to the operational design I worked closely with the Learning Needs Development team to design and produce additional content to describe the training requirements for the project. This was used to feed through into a learning needs assessment workshop. This I facilitated to ensure training courses and materials could be developed for all of the mortgage sales channels to deliver MMR compliant sales advice for the new Barclays Interest Only mortgages offering.
In my first project I worked with the mortgage sales telephony channel to implement a change to the team structure to direct all inbound mortgage sales inquiries into a central booking team. This was coupled with an increase in opening hours in the evenings and weekends and an upgrade to the telephony system. Barclays, like many large organizations, has multiple disciplines in a range of geographical locations. I was tasked with managing the internal stakeholders and ensuring their approval of the artefacts I produced which required skill and determination to identify appropriate personnel to ensure that artefacts could be successfully shared and reviewed and signoff achieved in a timely fashion.
In a very short period of time I was able to produce a detailed operational design which was used by Barclays to drive a multitude of internal tasks from website updates through to capacity planning to marketing. This document was signed off by all stakeholders within six weeks and two weeks ahead of the planned delivery date.
Then within the same sales team I worked with the Mortgage Market Review (MMR) project to move the Barclays non-advised mortgage sales team to an Advised, MMR compliant process. This involved in depth working with a number of Barclays departments such as Risk, Compliance and Mortgage Sale SME's to establish a broad vision of how the MMR guidelines would be implemented within the 'to be' mortgage sales process. The documents that I helped produce was then used as the basis for the training design for the 200 plus Barclays front line sales and support staff.
I was then tasked with a project to deliver a new Interest Only mortgage product due to launch in mid-2014 with the focus on obtaining signoff of business requirements and production of the overall operational design which I completed and obtained sign off for before the end of my assignment.
In addition to the operational design I worked closely with the Learning Needs Development team to design and produce additional content to describe the training requirements for the project. This was used to feed through into a learning needs assessment workshop. This I facilitated to ensure training courses and materials could be developed for all of the mortgage sales channels to deliver MMR compliant sales advice for the new Barclays Interest Only mortgages offering.
Design, Marketing, Training, Fashion, Content, Sales, Website, Compliance, Support, Analyst, Development, Regulatory, Assessment, Booking, Production, Workshop
2010 - 2011
job
Business Analyst
Netsol Technologies Europe.
Netsol are a leading supplier of Asset finance software packages worldwide. I worked either with new clients, on the Core product or supporting existing clients, in the following activities:
• Process analysis and production of detailed requirements documentation suitable for internal use and/or client review and sign off.
• Providing assistance with client queries, remotely or face to face on client site and/or at base. This included working on client sites to support go live implementation activities.
• Assisting with the planning and execution of test plans for integration and process testing, including the raising of fault logs.
• Providing detailed analysis and documentation of data transfer issues and liaising with clients for effective and practical resolution of any problems.
• Charged with producing a white paper and after customer review, the individual client requirement documents for changes required for the introduction a major legislative change for the Consumer Credit Directive. This involved arranging and leading client workshops, recording and managing of risks and issues and managing the requirements for each client.
• Process analysis and production of detailed requirements documentation suitable for internal use and/or client review and sign off.
• Providing assistance with client queries, remotely or face to face on client site and/or at base. This included working on client sites to support go live implementation activities.
• Assisting with the planning and execution of test plans for integration and process testing, including the raising of fault logs.
• Providing detailed analysis and documentation of data transfer issues and liaising with clients for effective and practical resolution of any problems.
• Charged with producing a white paper and after customer review, the individual client requirement documents for changes required for the introduction a major legislative change for the Consumer Credit Directive. This involved arranging and leading client workshops, recording and managing of risks and issues and managing the requirements for each client.
Integration, Test, Finance, Workshops, Support, Analyst, Implementation, Testing, Software, Production, Go
2005 - 2008
job
Solutions Architect
British Telecommunications PLC.
BT were the main contractor providing the backbone of the National Program for the National Health Service. The project used RUP SE for Requirement flow down and traceability.
After an intense period of architectural assurance work using ATAM methodology I was asked to lead the volumetrics (business and systems utilization requirements) team which was a crucial area of the project that was seen as failing with pending litigation from the customer. At that time there were no agreed requirements and the contractual position was unclear.
I had overall responsibility for documenting and modelling of requirements and ensuring that they were incorporated within the design, development, delivery, service management, and non-functional test teams at BT.
Achievements/Initiatives
• Introduced an internal BT assurance group to ensure visibility of the volumetric requirements across all functional areas. I led the group having obtained management agreement to provide empowered representatives to attend regular meetings and workshops from the affected teams to ensure delivery of requirements.
• Led the recording and managing of project risk & issues and escalation of those, which had wider project impact through appropriate channels.
• Worked with the client to produce a model of the business events and the corresponding message volumes generated using MS Access and Excel. This gave the other business analysts and internal software teams a readily accessible view of volumes and ensured appropriate software architecture for the multiple projects.
• Received the BT SPINE internal award for excellence in 2006 for my work in producing the volumetrics model.
Although highly significant, volumetrics had been widely ignored due to the focus on functional requirements. My success on this project was largely due to my recognition of the need to identify the key individuals within the project needed for requirements delivery and my determination to cultivate good working relationships with them. I also undertook successfully to persuade key management of the importance of the function that volumetrics played and the need for sufficient resource to support the project. This was not an insignificant task in an organization where there were as many as a thousand staff working within frequently changing reporting structures.
In the last six months I worked alongside BT commercial teams on a new contractual framework that was signed off by NPFIT representatives before I left the project. This was seen as a major success by all parties as it was recognised that the existing commercial arrangements were no longer tenable given the volumes that needed to be supported.
After an intense period of architectural assurance work using ATAM methodology I was asked to lead the volumetrics (business and systems utilization requirements) team which was a crucial area of the project that was seen as failing with pending litigation from the customer. At that time there were no agreed requirements and the contractual position was unclear.
I had overall responsibility for documenting and modelling of requirements and ensuring that they were incorporated within the design, development, delivery, service management, and non-functional test teams at BT.
Achievements/Initiatives
• Introduced an internal BT assurance group to ensure visibility of the volumetric requirements across all functional areas. I led the group having obtained management agreement to provide empowered representatives to attend regular meetings and workshops from the affected teams to ensure delivery of requirements.
• Led the recording and managing of project risk & issues and escalation of those, which had wider project impact through appropriate channels.
• Worked with the client to produce a model of the business events and the corresponding message volumes generated using MS Access and Excel. This gave the other business analysts and internal software teams a readily accessible view of volumes and ensured appropriate software architecture for the multiple projects.
• Received the BT SPINE internal award for excellence in 2006 for my work in producing the volumetrics model.
Although highly significant, volumetrics had been widely ignored due to the focus on functional requirements. My success on this project was largely due to my recognition of the need to identify the key individuals within the project needed for requirements delivery and my determination to cultivate good working relationships with them. I also undertook successfully to persuade key management of the importance of the function that volumetrics played and the need for sufficient resource to support the project. This was not an insignificant task in an organization where there were as many as a thousand staff working within frequently changing reporting structures.
In the last six months I worked alongside BT commercial teams on a new contractual framework that was signed off by NPFIT representatives before I left the project. This was seen as a major success by all parties as it was recognised that the existing commercial arrangements were no longer tenable given the volumes that needed to be supported.
Architecture, Backbone, LED, Framework, Software, Health, Development, Support, Workshops, Design, Access, It, Service, Service Management, Management, Test, Software Architecture, Excel
My education
1983
-
2020
University of Life
Msc, IT
Msc, IT
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