Iqbal Ahmed Shaikh

• Partnered with the Director and CEO to develop comprehensive, data
driven business cases supporting transformation of the insurance
business, securing full Board approval for implementation.
• Analysed operational processes and identified opportunities to improve
efficiency and service delivery.
• Facilitated stakeholder workshops to capture and validate business
requirements.
• Developed documentation supporting solution options, impact
assessments and governance reporting.
• Supported program oversight by identifying risks, dependencies and
mitigation strategies.

• Part of Multi Million Transformation project for moving collection activities from legacy system to Modern Machine learning enable platform.
• Supporting the entire Business Stream in eliciting the requirement and ensuring system and processes are built to meet these requirements.
• Drive reporting changes from identification, simplification and working with multi-disciplinary team including Architect, Big Data Specialist, Integration specialist to provide like to like replacement of Management information System.

• Led requirements elicitation and developed comprehensive BRDs for a
User Access Management initiative, identifying under-budgeted
requirements and securing SteerCo approval for an increased
funding allocation from the program budget.
• Conducted analysis of current-state processes and defined future-state
workflows.
• Facilitated workshops with business, risk and technology stakeholders to
capture requirements and validate solutions.
• Supported data migration initiatives from legacy platforms to
enterprise data lake architecture.
• Maintained requirements traceability across design, development and
testing phases.
• Assisted with UAT planning, acceptance criteria definition and defect
resolution.

Business Process Expert for ServiceNow IT Service Management (Change, Knowledge, Problem, Service Request), IT Business Management (Idea, Demand, Portfolio, Program, Project, Resource) modules
Project leader for Integration between ServiceNow & Jira
SME for developing scoped application for customer billing
Continuous Improvement Program owner for Business re-engineering
Mentor for Yellow Belt enabling certification by UNISA
Process owner for deploying organisation wide Business Process Library using APQC model
Super Admin for BPM PRIME, managing organisation processes and established good practice for process documentation
SME support for developing Internal and customer facing catalogue & service request
Co-responsible for Data migration from remedy to ServiceNow

• Developed and presented a detailed business case for vendor
evaluation of a BPM solution, securing Portfolio Governance Group
approval to proceed with the initiative.
• Supported enterprise system implementations including ServiceNow and
Dynamics 365 integrations.
• Conducted solution analysis and translated business needs into functional
specifications.
• Facilitated cross-functional workshops to gather requirements and validate
solution design.
• Collaborated with technical teams and vendors to review solution artefacts
and documentation.
• Delivered continuous improvement initiatives using Lean Six Sigma
methodologies.

Risk management Framework for Delivery and Delivered Excellence
•Custodian for End-to-end business process for Portfolio, Program, Project Delivery
•Improving project reporting in Clarity PPM e.g., PSR & Portfolio Dashboard
•Supported LSS curriculum development

multi-layered process architecture for Finance & establish BPM practice
•Business process analysis of end to end customer billing process
•Work with business IT partners to define scope and elicit requirement from end user
•Support Testing team in building test scenario & Test Scripts
•Support L&D to develop training material

-designed entire operations using Lean principle to reduce backpack packing time from 31 min to 5 min
•Designed and developed online System to capture customer request instead of phone calls & emails
•Used activity-based costing to forecast demand & supported financial forecast
•Conceptualised and developed an Integrated Management Information system (ANDON board)

Process ownership Group for improving efficiency & effectiveness of an end to end Customer Process using Process Architecture framework having overlays with information & System
•Conceptualised & established key performance indicators (KPI’s) for above process in consultation with stakeholders and established monthly Dashboard and Governance around improvement
•Designed, developed and managed business wide integrated Continuous improvement Management system
•Co-designed New Approach (LEAN + Agile) framework for driving a culture of Continuous improvement
•Facilitate workshops on improvement initiatives primarily through 30+ Value stream mapping process
•Develop program of work for transforming business to deliver key result area
•Develop, implement and communicate in conjunction with Project Managers, project specific and integrated project quality management plans and associated documentation
•Member of Finance leadership monthly meetings provide update on all improvement program including recommendations for future projects
Key Achievements
Key Project - Financial loss reduction for “SAPN Asset Damage by third party” - Cost Savings of 0.5 Mil
Define: Workshop with the cross functional team of processor to define As-is process
Measure: Capturing key process ownership, system used & timeliness between process
Analyse: Identify bottleneck like no early communication, delay in interaction with police, Multiple team working to fix the asset with no singular tracking
Improve: Brainstorm & finalise key changes based on priority matrix, e.g. FIR (First incidence report) within 4 hrs, having a master record number for all work & improved reporting policy
Control: Support the team in implementation & using component of Agile framework for delivery
Key Project -Retailer to Network (B2B) call reduction by 200%
Situation: Changes to regulation related to meter contestability, there was 200% spike in volume of B2B calls related to meter queries and created huge backlog of other work for customer relation.
Target: Restore process to handle the new dynamics of call type
Action: Mentored the green belt to do data analysis & workshop with key member of process to arrive at some simple solution including portal of FAQ, providing dashboard & feedback to retailer leadership on their B2B call reason, Simplifying standards interpretation to the team.

Delivered operational improvement initiatives within a regulated utilities
environment.

Engineered Payment Error Handling Process to “One Process one Way”
•Renew Offshoring “Statement of Work” (SoW) to comply with Audit requirement & Merger of 28 SoW into 4
•Establish KPI as part of SoW to monitor performance of offshore hub
Lead - Business Excellence, International & Institutional Operations

Author for Business Excellence framework deployment lead for Institutional banking
•Support operations team to “Lift Shift & improve” model for offshored processes
•Mentor existing SME’s & future Team lead on Quality, Productivity & Cost management
Key Achievements


•Program mentor for end-to-end process transformation program & business Green Belts
•Best “Valued

Master Black Belt for Business process outsourcing Team

ISO 9001 Auditor and Quality Control Manager

ISO Lead Auditor, Lean Six sigma Green Belt

Shift Engineer for Petrochemical and Gas plants