DEREK AMALAHA
PERSONAL DETAILS
Nationality
Post Code
: British
: SE1 9GY, London
E-mail
Mobile
Other
Linkedin
:
:
:
:
derekamal@gmail.com
07960 065349
020 77665209
http://uk.linkedin.com/in/derekamalaha/
EDUCATION & QUALIFICATIONS
2006
Bachelor of Science, Economics (Guildhall University, United Kingdom)
2012
2010
ISEB BCS Business Analysis Certificate
PRINCE2 Foundation Certificate
PROFILE
ISEB Certified Business Analyst and Project Management professional with over 4 years
commercial experience in Oil & Gas, Energy, Transport, Healthcare and Public Finance
projects. Key skills include: Stakeholder management, Requirement Gathering, Report writing,
Data Analysis
Highly effective in reorganising, streamlining, and strengthening business processes to maximise
performance and profitability. Capable of delivering tasks within time and budget constraints. Has
a proven track record of driving project solutions forward through the use of Business Analysis
methodology to support and implement the business case.
Results driven with the reputation of a goal oriented visionary and effective communicator.
Seeks contract work being immediately available for interviews and start anywhere in the
UK
SKILL SUMMARY
Business Analysis:
ISEB Business Process Modelling, Requirements Gathering,
UML, AS-IS, TO-BE, User Acceptance Testing (UAT),
Stakeholder Management, Gap Analysis, Strategy Analysis,
Investigation and Documentation, Change Management,
Workshop Facilitation, SWOT Analysis, PRINCE2 Methods
Methodologies:
Agile Methodology, PRINCE 2 Methods, Waterfall Methodology
Soft Skills:
Leadership, Great Communicator, Ability to communicate and
influence senior stakeholders, Presentation, Team player and
humorous, Positive Mental Attitude, Self motivated, Continuous
learner
Software/Databases:
Microsoft Excel, (Advanced User) MS Office Suite, Business
Objects, Sharepoint, Salesforce, Basic use of SAP
REFERENCES:
AVAILABLE ON REQUEST
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DEREK AMALAHA
EMPLOYMENT HISTORY
Dec 2012 – April 2013
BP (British Petroleum), United Kingdom
BP is an Oil & Gas multinational and the fifth largest company in the world. It operates in all
areas of the Oil & Gas Industry and is vertically integrated
Business Analyst / Business Strategy Analyst
This project was an accelerated growth program dealing with wholesale change in the business
model and strategy across AIME (Automotive Industrial Marine Energy) in Europe with a view to
implement change globally. The aim was to develop and build customer value propositions that
drive sustainable growth in line with the WILG strategy through process improvements and
reducing costs (Financial and Health & Safety). My project team’s focus was the Industrial
Lubricants business that accounted for $190m per year of gross margin to AIME. Responsibilities:
 Analysed and managed AIME data using Business Intelligence (Business Objects / SAP / MS
Excel) for the European market to produce analysis and management reports required to answer
key business case assumptions that determined Market Value propositions (MVPs) of the
business e.g. Pareto Analysis, European Market Share Analysis and RCOP breakdowns.
 I was responsible for documenting and writing the As-Is IM structure and process within the
Lubricants business as well as working with the MI team to put in place the framework ERP for
solutions to data validation and integrity.
 Worked on data migration as part of the MI team mapping old systems to the new BIGS system
dealing with data extraction and loading as well as verification.
 Created KPI reporting templates, dashboards applying analysis lenses to cost - benefits and
Industrial Customer list based on the Business Case assumption and the To-be customer model.
 Influenced decisions and orientations with respect to detailed analysis also supported strategy
consultants in mandates to achieve proposed value propositions strategy.
 Worked with the Strategy and Operational Excellence team to gather detailed requirements on
Sales and customer management processes with a view on quality improvement at the
implementation stage of the project. Emphasis was placed on understanding and documenting
the gaps resulting in avoidable costs and down time.
 Travelled to European offices to facilitate workshops on a country-by-country basis to gather
requirements specific to country needed in the standardization of sales data (Pricing & Key
Account management) and Information Management processes before implementation.
Achievements:
 Successfully provided strategic recommendations based on comprehensive analysis of the
European lubricants business which are currently under implementation in seven key markets
 Effectively identified gaps and issues affecting the MI migration process and provided
solutions that helped with rebuilding the business case and getting a buy-in from project
sponsors and stakeholders (Internal and External)
Skill snapshot: Requirement Gathering, Business Objects, Microsoft Office – Excel, PowerPoint,
Data Analysis, Management Reporting, Workshop Facilitation, Stakeholder Management, ISEB,
Strategy Analysis, Change Management, As-Is, To-Be, SWOT Analysis
________________________________________________________________________
July 2011 – Aug 2012
LOCOG, United Kingdom
London Organising Committee of the Olympic Games (LOCOG) is the privately funded
organisation responsible for planning and overseeing the successful delivery of the 2012 Summer
Olympic and Paralympic Games.
Business Analyst
Responsible for streamlining the £100 million plus transport process implementation for the
Olympic and Paralympic Games as well as delivering the full Transport IT System Project and its
tactical change from the Olympics to the Paralympic games. Responsibilities:
 Defined the transport business objectives and individual work stream strategies by
documenting the Operations Plan for each and producing Workflow Processes.
 Gathered, analysed and documented requirements to enable integration and interaction of the
transport systems. I defined a Business Process Model that was used in tracking vehicles and
generating performance related data for the Fleet and Bus systems.
 Carried out Stakeholder Management and Requirements Gathering through meetings,
interviews and workshops as well as the use of non-functional prototypes.
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DEREK AMALAHA
Produced detailed and clear daily, weekly and monthly management reports to senior
management, internal and external stakeholders as part of the Gap Analysis and solution
implementation process.
Paralympic Integration Project (Full Life cycle delivery): My team defined a transition strategy
used in implementing the transition process of LOCOG’s transport systems, operations and
processes to enable operational readiness of venues and ports of entry for the Paralympic
Games after the Olympic Games.
Worked with 3rd party systems suppliers and the internal technical team using formal
methodologies (Use Cases, UML) to conduct requirement analysis and act as a bridge to
stakeholders.
Worked on the Vehicle Performance Tracking and Reporting and I was engaged to understand
the different processes used in Fleet and Bus operations and their interactions with external
ports of entry and vehicle depots. I mapped the As-Is and To-Be process, organised meetings
and workshops to gather requirements and understand the desired future state, worked closely
with the technical team making sure that tracking and reporting was in line with the business
process and the successful interpretation of KPIs
Achievements:
 Defined and delivered the successful full project life cycle for the Games Time Vehicle
Performance Tracking and Reporting system under a tight time constraint and with evolving
requirements. For the Olympic and Paralympic Games.
 Helped to coordinate and manage the use of information for key tactical decisions made at
board level that affected the effective use of London transport infrastructure between Local
government, transport providers and Tfl. As this was data and information that was not
previously managed and used effectively.
Skill snapshot: Business Analysis, Management Reporting, Risk and Issue Management, Process
Mapping, Requirement Gathering, CRM, System Implementation and testing, Workshop
facilitation, Project Management, Agile Methodology, PRINCE 2 Methods
________________________________________________________________________
April 2011 – June 2011
Financial Ombudsman Service, United Kingdom
The FOS is an independent organisation set up to settle financial complaints that consumers and
financial businesses cannot settle themselves. The organisation has reaped benefits from it eenablement project in dealing with the rising number of complaints from financial product misselling, savings and investments.
Business Data Analyst
I managed the flow and quality of data (1.2m consumer complaints and enquiries) relating to the
management and evaluation of PPI claims, Investment, Banking and Insurance complaints used by
the adjudicating team. I was also part of a team dealing with the creation of dashboards and data
sets as well as reporting this information to senior management. Responsibilities:
 Ensured data integrity by evaluating the information supplied in support of PPI claims raised by
financial products consumers in the verification process.
 Created clean PPI data sets resulting from 5,000 new cases daily and uploaded PPI claims into
Excel spreadsheets and dashboards for review and analysis.
 Grouped data using Excel spreadsheets by Bank / Financial Institution, region and type of
claim gathered from the Salesforce CRM System.
 Data cleansing processes through data auditing, workflow specification and post processing.
 Produced weekly trend analysis reports for senior management and internal stakeholders.
 Worked to KPI’s that involved targets on number of claims documented and monitored daily.
Achievements:
 Successfully implemented and maintained the Information Management process of the high
volumes of Data sets received using Business Intelligence. Thereby increasing the number of
claims processed by 25%.
 Provided successful analysis of processed data gathered from MI and the ERP used in
determining critical success factors and deciding KPIs.
Skill snapshot: Microsoft Excel, Data Analysis, Data Cleansing, Data Migration, CRM, Document
Management, Gap Analysis, Requirements Gathering, As-Is
Jan 2011 –March 2011
MWB Business Exchange, United Kingdom
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DEREK AMALAHA
MWB is a leading provider of unbranded serviced offices and workspace solutions in prime
locations throughout the UK. Services include virtual offices, meeting rooms, conference facilities
and a portfolio of boutique hotels.
Business Analyst
I worked with key Internal Stakeholders to deliver a £3m restructure of the contracts and client
management process to help the business streamline its use of IT to deliver a cost effective,
uniformed and user-friendly system and increase EBITDA. I worked closely with Yield Managers,
Office cluster managers and the sales team to gather and implement requirements. Responsibilities:
 Involved in the investigation of the organization’s current situation and the exploration of the
business gap using Business Analysis methodology (CATWOE and BAM)
 Participated in further investigation and observation with the test team of the system processes
using workshops to discover and document a better-defined system requirement.
 Managed the interaction between the project test team and internal stakeholders across different
MWB business centre locations. Ensuring all centres were actively and clearly involved in the
full implementation process of the new CRM system.
 Documented the ‘to be’ process for renewing client contracts for offices by working closely on
requirements with the Revenue Managers and Contracts department.
 Reviewed the pricing analysis process for renewable contracts to identify business issues and
prepared alternative solutions to meet the business case.
 Facilitated additional MWB clients’ services IT set up/access and participated in organising
knowledge/change management workshops.
 Developed workflow processes and Use Cases for the system implementation and business
process model.
Achievements:
 Produced excellent documentation on analysis and processes that reduced time in the design
stage and a clearer understanding of the To-be process for stakeholders and the technical team.
Skill snapshot: Requirement Gathering, CRM, Business Process, UML, Process Mapping,
Stakeholder Management, Communication, Documentation, Workshop Facilitation, Business
Analysis, Agile Methodology, MS Visio, PRINCE2, Change Management, ISEB
______________________________________________________________________________
Sept 2010 – Jan 2011
Siemens Healthcare, United Kingdom
Siemens Healthcare is a division of Siemens AG a global engineering and electronics
conglomerate aiming to continuously advance solutions in diagnostics and healthcare IT as well as
providing tailored equipment and infrastructure solutions to Healthcare Institutions worldwide
Business Analyst
This role involved managing Phase Two (Change Strategy Implementation) of the Medical
Equipment Service (MES) project for the £1billion amalgamation of St Bartholomew’s Hospital
and the Royal London Hospital into a major healthcare development. Responsibilities:
 Carried out day-to-day implementation of the MES through customer and stakeholder
engagement to provide detailed requirements to inquiries about products and services. Managed
complaints and failures in the transition implementation.
 Worked with the project team on the merger project functions, processes and activities
(PESTLE and MOST analysis) to improve the business systems and applications and to
recommended alternative solutions to key stakeholders.
 Analysed user procedures and difficulties through workshops and functional prototypes to reengineer the existing requisition processes and also review system capabilities, workflow, and
scheduling limitations (project coordination).
 I worked on tactical change process; testing the authorisation of procuring medical equipment
on behalf of the hospitals placing requests through a test approval system process.
Achievements:
 Successfully improved the Equipment ordering, repair and replacement process faced by
critical care hospital departments by implementing the requirements gathered through a
successful test process.
 Strong PM controls (PRINCE 2) of the MES led to a reduction in costs associated with a lack
of a well structured equipment ordering process especially in critical cases.
Skill snapshot: Prince2, Risk and Issues Management, Reporting, Stakeholder Management,
CRM, Strategy Analysis, Communication, Excel, Word, PowerPoint, Data Analysis
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