Hassan Chowdhury

Business Analysis Function
• Setup a new centralised BA function with the COO adhering to GCC market and Omani regulations for the
First Omani owned investment bank in Oman.
• Proactively established BA standards/scope for the function - trained staff and held workshops for the bank.
• Created services and solutions for the bank as per the bank’s operational model, approved by the COO.
• Introduced a new set of BA artifacts by creating a new standard of documents - proposed this to be adopted
by the change management team for all new products and projects going forward.
Process Management and Documentation
• Onboarded SAP Signavio (Process Manager & Collaboration HUB) process mapping tool in adherence to
Omani banking Legal, Compliance & Risk assessment rules.
• Designed 170+ unmapped current and proposed processes following BPMN Standards. Delivered 60+
approved processes within 2 months. Aiding decision making for product development, resolving bottlenecks
and assisting staff to understand the investment banking processes.
• Created procedures (SOPs) for all the bank’s processes linking them all to the services provided by the bank
as per the banking operating model.
• Using SAP Signavio to identify inefficiencies and cost savings by comparing current as is processes to future
to be processes all aided by the BA team. Comparisons features of the tool allowed the research team and
market risk to save 20% research time and cost savings by cutting inefficient tasks within as is processes.
• Proactively redesigned the vendor management process reducing the typical end to end SLA from approx.
3 months down to 2-4 weeks. Ensuring the RFI and RFP documents are documented well and are
channelled via the Central BA team to ensure requirements are gathered in detail.
Project Management
• Introduced a hybrid Agile-Waterfall framework within the IT development team, transitioning from a solely
Waterfall approach to a more adaptive model. This allowed for structured planning while incorporating
iterative development cycles, improving flexibility without disrupting the bank’s traditional processes.
• Optimized the project life cycle by standardizing documentation, governance, and delivery practices, ensuring
the right controls at each phase while enhancing efficiency. This hybrid approach improved cross-functional
collaboration, reduced delivery bottlenecks, and elevated the overall standard of project execution.
Vendor Selection & Management
• Re-defined the Vendor selection process for the bank, incorporating RFI, RFP and Evaluation Criteria Matrix.
• Proactively involved in all vendor selection including, Compliance - AML & sanctions screening, Global
markets - global & domestic securities, Research - research portal & CRM Portal, COO Office - Airtable
• Developed a detailed RFP defining the bank’s requirements and meeting CBO (Central Bank of Oman)
regulations on Information Security and IT standards.
• Benchmarking for a process mapping tool and repository within GCC, carrying the end-to-end vendor
selection process.

Enhanced a Fraud Detection & Prevention Platform for a fintech client acting as the liaison between product, IT and sales teams. Created user story acceptance cases which gained buy in from the client. Resulting in the full product development team being allocated from Sopra. Giving Sopra an increased business of £14.5m.
• Managed and re-prioritised product backlog, resulting in the client saving over £30k in budgets.
• Introduced machine learning AI algorithms to build robust AML boundaries to flag breaches of non compliance.
• Reviewed feedback through Mixpanel analytics to identify user product experience to make decisions on
releases. Results identified further enhancements assisting the release management.
• Collaborated with clients to understand product vision to translate it into user stories in JIRA. Owned the
planning of development sprints and articulated the platforms’ vision to the engineers.
• Facilitated an open communication between engineers, executives and marketing and with the continuous
automation and improvements resulted in the MVP to be engineered earlier and saving the client’s budget.

• Brought in post-acquisition to support the CEO in restructuring and optimizing the company’s operations,
ensuring alignment with new ownership goals and industry best practices. Focused on improving corporate
structure, governance, and operational efficiency to drive long-term stability and growth.
• Implemented operational improvements across finance, property management, and tenant services,
streamlining internal workflows, improving reporting accuracy, and introducing performance monitoring
metrics to support data-driven decision-making at the executive level.

• Developed and executed a roadmap to optimize Delivery Service Partner (DSP) experience, ensuring
operational efficiency for last-mile delivery by implementing real-time performance dashboards and AI-driven
route analytics, reducing SLA breaches by 18%.
• Led the end-to-end product strategy for fleet performance tracking, defining key user stories and managing a
150+ item backlog to enhance service reliability and reporting accuracy. Owned Sprint cycles collaborating
with engineering teams to deliver product enhancements ahead of schedule.
• Collaborated with cross-functional teams including finance, compliance, and risk to refine product governance,
improving DSP adherence to contractual SLAs and regulatory requirements.
• Integrated AWS QuickSight & Power BI dashboards, enabling data-driven decision-making for delivery
network managers.

Compliance Desk
• Delivered and set up the compliance function from vision to release with a zero-measure tolerance for
breaches. Streamlined the European Commission term sheet from 200+ pages to one digestible page.
• Developed 60+ user stories from the epic outlined by the EC term sheet for non-solicitation of
clients/employees.
• Collaborated with engineers in building the MVP for an automated monitoring and reporting system for the
compliance regulations with a 3-tier system in flagging for potential solicitation before it becomes a breach.
• Facilitated weekly sprints with the product development team to manage and re-prioritise backlog, leading to a
successful delivery under budget by £110k with the release of the non-solicitation platform 6 weeks early.
MI & Analytics Data
• Delivered a centralised database with a data dictionary to maintain logic across the cross-functional business.
• Designed and implemented SQL server migrations project via Data flow models and non-functional
specifications. Maintained a robust data governance framework ensuring security for accounts and products.
• Introduced & implemented agile methodologies to the bank moving away from a waterfall framework.
• Use of backlog management of user stories/ features and regular sprint planning reduced MI SLAs from 2
weeks to 2-3 days and high priority MI within 24 hours.
• Enhanced the SQL Server by hosting it on a SaaS cloud database, this prevented any blockages for
developers, allowing a more efficient and money saving production of MI to executives.
MI & Analytics Business Analysis
• Defined and documented 180+ BRDs with 1500+ requirements as part of the overall digital transformation.
• Innovated the architecture framework to transition from a manual and outdated setup to using APIs and Azure
Cloud for a more automated approach.
• Facilitated workshops with stakeholders across all divisions and levels of seniority up to the exec board to
elicit requirements. Collaborated with developers for enhancements to be engineered ahead of schedule.
• Documented 60+ as-is processes and 20 unmapped processes streamlining the to-be position, in addition
created BRD for implementation of new DW, this resulted in a monthly saving of 80 hours (2 FTE).
• Redefined business operating model (BOM) to provide strategic options to senior managers. Resulted in
re-segmentation of the bank which led to a new target operating model (TOM) and c.£10m worth of savings.

• Executed market research and analysed customer feedback to define user stories and epics to capture
functional requirements for new features and enhancements of the mobile banking app.
• Initiated a continuous improvement (CI) project for the current document inventory, identified 40+ outdated
business process maps. Resulted in the automation of 80% of the business processes.
• Collaborated with UX/UI developers to define user journeys and interface for the payment system integration.
Ensured a robust cooperation of AML rules and regulatory compliance under PCI DSS regulation.
Coutts, Wealth Management, Business Analyst Jan 2014

• Managed a Prudential Regulatory Authority (PRA) project. Purpose of project was to build a database of
Property and Tenant data for Corporate and Institutional Banking division and Coutts. Worked with 750+
Relationship Managers (RMs) to collect data against 21, 000 securities worth c. £18 bn.
• Researched competitor wealth managers, including their offerings, pricing strategies, and market positioning.

Responsible for the development and delivery of 26 MI Reports for the newly formed Real Estate Head Office.
Took on additional responsibility of running project team to deliver enhanced MI reporting capability for the
whole of RBS Corporate Bank and updating Real Estate TOM.