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<INSERT NAME HERE>

<insert address> <Insert phone numbers> <insert email>

SENIOR BUSINESS TRANSFORMATION CONSULTANT

CROSS FUNCTIONAL & CROSS INDUSTRY EXPERIENCE

A highly qualified business transformation consultant and entrepreneur offering more than 10 years of experience leading change, service delivery design and product development across the Information Communication Technology, Consumer Goods & Services, Maritime and Financial Services industry. He is a result-focused and effectual leader with proven ability for driving continuous improvement agenda for organizations who view quality service delivery as a significant differentiator. He has talent for proactively identifying and resolving problems, defining and successfully implementing business transformation roadmaps with particular interest in a holistic approach to business process management. <insert name> holds a Bachelors degree in the Arts from the <insert university name>. He graduated with honours in the 2nd Class Upper Division. He has undergone leadership, management and professional trainings at Accenture Business School, SAP Academy and others both in the United States of America and <insert country name> and is in the process of pursuing a Masters Degree in Creative Technology at the University Of Salford, United Kingdom. He is a certified ITIL resource and also a certified Project Management Professional. <insert name> brings onboard a vast and varied industry experience in process, people and technology management skills to create value for stakeholders. His key competencies are in the following areas: Business Diagnostics Business Process Design & Documentation Business Process Automation SAP SCM500 Consultant Supply Chain Management Project Management Team Leadership & Collaboration Negotiations IT Solution Design & Implementation Organizational Design

<insert name> is currently involved in a skills audit & business process improvement project for the White House. The focus of the change effort is on process improvement and organisational re-design to align the State House functions and processes to global best practice for greater effectiveness and efficiency.

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SELECTED PROFESSIONAL EXPERIENCE

<INSERT CLIENT NAME> <insert city name>, <insert country name> BUSINESS PROCESS IMPROVEMENT SPECIALIST (January 2012 to March 2012) Business Challenge: The Federal Government initiated a reform in 2002. However, the changes are yet to be cascaded across other Ministries, Departments and Agencies of government. In view of these challenges the Permanent Secretary initiated a change programme aimed at instituting a culture of professionalism and efficiency in service delivery. Results: The project objective was to align manpower to redesigned business processes supported by a performance management framework in order to institute a performance management culture in the White House. The project outcome included an organisational diagnostics report that identified issues around organisational structures, culture, manning levels, processes, technology tools and infrastructure and with recommended initiatives aimed at addressing the identified issues. It also included redesigned organisational structures and proposed process structures. <INSERT CLIENT NAME> <insert city name>, <insert country name> BUSINESS ADVISOR/ARCHITECT (September 2011 to present) Business Challenge: An SME investor is setting up an exclusive wholesale store in <insert city name> and required a business architect to assist in identifying all the various business components and associated cost. These components and associated costing are inputs into the business plan. The business is worth over $300, 000 USD. The business architect is required to design the service delivery model and provide incubation support until the business becomes operational Results: Conducted the technology and infrastructure analysis including cost computation, identified the core business functions and designed the supporting business processes with supporting annotation

<INSERT CLIENT NAME> <insert city name>, <insert country name> CHANGE & STAKEHOLDER ENGAGEMENT MANAGER (August to October 2010) Business Challenge: The management of <insert vendor name> were contracted by <insert client name> <insert country name> to conduct a process improvement exercise, select and implement a business process management tool for the global GSM operator in January 2010. The project is faced with project governance and stakeholder management issues which is threatening service acceptance by the client Results: Developed the stakeholder engagement strategy that mitigated the clients current perception of the contractor as a non-performer and improved relationship between the client and contractor; also made significant input into the development of the business case justifying the investment in the process initiative

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and tool acquisition and demonstrating the value it will deliver to the telecom giant; also initiated discussion towards the setting up of a interoperable Business Process Management unit within the MTN Group <INSERT CLIENT NAME> <insert city name>, <insert country name> PROJECT MANAGER BUSINESS PROCESS RE-ENGINEERING (March to May 2010) Business Challenge: After a successful transition in management at <insert client name> Plc in 2010, the new management commenced the quest towards greater heights through various transformation initiatives. In a bid to position it as a leading bank with strong focus on the customer and efficient service delivery, <insert client name> decided to re-engineer its business processes and engaged Infoworks <insert country name> Ltd. Results: I was one of the several Project Managers for <insert vendor name> on the transformation program. The team reviewed existing business processes and identified gaps/issues; redesigned the banks processes and Service Delivery Models that closed out identified gaps which included designing of a new organizational model, processes and performance benchmarks (KPIs) to address gaps and ensured alignment with the organizations goals, policies and best practices. The team also provided guidance in the pilot implementation support over a pre-defined scope and timeline. <INSERT CLIENT NAME> <insert city name>, <insert country name> PROJECT CONSULTANT BUSINESS PROCESS RE-ENGINEERING (June 2009 to August 2010) Business Challenge: The management of <insert client name> (Port Operator) identified a number of imperatives in 2009 which would enable the organization achieve its strategic objectives. One of such imperatives identified was the need to have best practice business processes and technology to drive efficient operations, increase the quality of service delivery and market competitiveness. Results: The team reviewed existing business processes and identified gaps/issues; redesigned the clients business processes that closed out identified gaps which included resource and technology gaps, processes and performance benchmarks (KPIs). Several other key initiatives were identified and an implementation roadmap was defined and communicated to the client. <INSERT CLIENT NAME> <insert city name>, <insert country name> PROJECT CONSULTANT BUSINESS PROCESS RE-ENGINEERING (July 2009 to September 2010) Business Challenge: The management of Daddo Maritime Services Ltd (Shipping sector) identified a number of imperatives in 2009 which would enable the organization achieve its strategic objectives. One of such imperatives identified was the need to have best practice business processes and technology to drive efficient operations, increase the quality of service delivery and market competitiveness. Results: The team reviewed existing business processes and identified gaps/issues; redesigned the clients business processes that closed out identified gaps which included resource and technology gaps, processes and performance benchmarks (KPIs). Several other key initiatives were identified and an implementation roadmap was defined and communicated to the client. <INSERT CLIENT NAME> <insert city name>, <insert country name>
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PROJECT MANAGER SAP HR & PAYROLL IMPLEMENTATION (November 2008 to June 2009) Business Challenge: <insert client name> embarked on a set of initiatives in June 2008 to reposition and be better prepared to address underdevelopment issues. One of the imperatives was the designing of a new HR Organization to manage its human resources. SAP HR & Payroll was identified as an enabler for the newly designed HR Organization. Results: Conducted requirements analysis, reviewed existing HR business processes and aligned it to the system processes and developed a To-Be HR business process; facilitated the training of the client personnel at the vendor training centre in South Africa and supervised the User Acceptance Testing for the SAP HR Solution. <INSERT CLIENT NAME> <insert country name>, Ghana & Spain PROCUREMENT TEAM LEAD BUSINESS SYSTEM TRANSFORMATION (November 2007 to October 2008) Business Challenge: ABC defined new business processes based on SAP best practices called, the (SBM), which were required to be rolled out across its global operations. <insert name> and <insert country name> were selected in a subsequent release. Having participated in a related implementation for the same client, <insert name> was appointed the Procure to Pay Team Lead for Ghana and <insert country name>. Results: Conducted Knowledge Transfer sessions for the client team to embed the new business processes; provided SAP MM functionality insight to help drive out business requirements; conducted SAP functionality Fit/Gap Analysis sessions for the client team; designed and configured Authorization Profiles for the system setup; led the client team and participated in Product and User Acceptance Testing sessions using tools such a Remedy in the Development Environment and provided 1st level support to client personnel after go-live <INSERT CLIENT NAME> <insert city name>, <insert country name> BUSINESS PROCESS ANALYST PROCURE TO PAY PROCESS REVIEW (February 2005 to April 2005) Business Challenge: In February 2005 <insert client name> <insert country name> Plc a member of the ABC Group identified the Procure-to-Pay process as one of the areas with potential to improve business efficiencies. As a result <insert client name> <insert country name> initiated a Procure to Payment (P2P) Process Review Project. Results: Participated in the conduct of Process Owners interviews; documentation of the current business process narratives and design of the supporting process flow diagrams; benchmarked the existing processes against industry leading practices and identified improvements areas; participated in developing key performance indicators (KPI) for cross functional departments with the client organization

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<INSERT CLIENT NAME> <insert city name>, <insert country name> BUSINESS PROCESS ANALYST DISTRIBUTION PROCESS REVIEW (June 2004 to August 2004) Business Challenge: The client initiated the review of its current distribution system and processes with the possibility of adopting recommendations for improvement. The project objectives were to review the As-Is distribution and warehousing operations processes; benchmark the processes and work tools against industry best practice with the aim of identifying gaps in the As-Is distribution process. Also to provide a practical approach to streamlining <insert client name> current distribution processes so that it can be easily and appropriately be measured for effectiveness and efficiency. The client also sought recommendation on cost-efficient IT systems to support the revised processes Results: Participated in the conduct of Process Owners interviews; documentation of the current business process narratives and design of the supporting process flow diagrams; benchmarked the existing processes against industry leading practices and identified improvements areas; participated in developing key performance indicators (KPI) for cross functional departments with the client organization <INSERT CLIENT NAME> <insert city name>, <insert country name> BUSINESS PROCESS ANALYST MTN FACILITIES MANAGEMENT PROCESS MAPPING (April 2004 to May 2004) Business Challenge: <insert client name> <insert country name>, Africa's leading mobile telephone company. Incorporated in <insert country name> on November 8, 2000, as a private company, it secured a license to operate digital Global System for Mobile Telecommunications (GSM) telephone on February 9, 2001, from the <insert country name>n Communications Commission. The client required a mapping of critical business processes within the IS organization in preparation for a QA system rollout in the future. Results: Participated in recalibration and development of a process numbering schema/framework for the various business functions within the IS organization; participated in documenting the process narratives and the design of the cross functional process flow maps. Referees: <insert details of referees> Additional Referees will be provided on request

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