A National Healthcare organisation needed to make further developments and improvements on its Personal Health Record Programme. The delivery of the programme was meant to support and empower healthcare organisations in delivering services that would help patients take control of their own health and care. It would also reduce the pressure on the frontline services by increasing clinical adoption of online health and care services.
The programme was to deliver standards, guidelines and appropriate infrastructure to support the adoption of Personal Health Record’s within the Healthcare market.
Engaged with stakeholders across healthcare organisations to develop project artifacts such as business case, road maps, programme plans, PHR case studies, datasets etc. Ran workshops sessions as part of user research to gather and analyse user needs. Developed prototypes, content and analytic reports to inform management decisions, design and improve the service.
Patients were empowered to actively participate in the management of their health and care in effective ways. Improved clinical adoption of online health and care services hence reducing pressure on frontline services.
A global health organization whose aim is to improve access to quality, affordable reproductive health commodities and to deliver health commodities globally to country government and non-governmental organisation (NGO) needed to make improvements to its supply chain management cycle to further improve services to customers and life’s of citizens globally.
This meant engaging with stakeholders at different levels in selected country locations to review existing processes, systems, organizational structure to identify areas for improvements. Ran workshops, seminars and held one to ones interviews to better understand the organisation’s supply chain cycle from requesting a product to order delivery at port of destination. Following research and analysis. A number of recommendations were given which were then implemented in line with the organizational standards and best practice.
By re-engineering processes, redesigning and implementing new systems enabled increased accessibility to reproductive health commodity and brought about simplicity. By automating few activities the organization was able to reduce delivery times at port of destinations hence getting health products to users in good time.
A Government department was going through change to optimise its processes around legal content management to enable it better deliver its services to citizens.
To support this change, setup of agile framework to enable delivery and collaboration between key stakeholders, various delivery teams. Analysed business change initiatives to understand change drivers which was communicated (through various mediums i.e. workshops, one to one interviews etc) to relevant internal and external stakeholders.
Worked with business change owners and suppliers to develop detailed artefacts i.e. business case, road maps, programme and project plans, management reports, specifications, use cases, Risk documents, test scripts to help guide the delivery of the change initiative. Conducted risk analysis to identify and mitigate risks to the organisation and its stakeholders. Handled Issue resolution between internal and external stakeholders.
Conducted Coaching and skills transfer to the organisation’s internal team members to ensure continuity.
Legal Case Management system was implemented enabling Lawyers find, create and share content effectively while increasing efficiency and reducing cost.
A Government department was going through digital transformation to increase efficiency hence making Improvements to a number of its internal and external facing services.
This meant engaging with key stakeholders to understand their services and business processes to identify transformational opportunities within these services and operational activities.
Took four (4) of the organisation’s services through a structured engagement process in line with Government Digital Service assurance. The four (4) services required support within the pre-discovery/discovery/ alpha phases into live state.
Provided analysis of various service requirements and user needs to agree detailed functional, technical specifications and plans leading to implementation and support.
Setup of an agile environment which enabled the team build and iterate user-centred services and provided advisory ensuring deliverables were within time and expected standards.
Digital services were delivered into Business As Usual simplifying processes and reducing operational cost. This made services more accessible to users.
A well ranked University with reputation for research and teaching excellence experienced challenges with Incumbent systems which no longer met specific requirements. They needed to drive up efficiency across processes by automating and simplifying manual tasks.
This meant replacing its existing Student Services Case Management system with a new solution built on Microsoft Dynamics 365
Implementation of Microsoft Dynamics 365, which included enquiry and diary management using Microsoft Dynamics 365.
Integration of Dynamics 365 with student records management system using Azure.
Extension of Dynamics 365 functions using PowerApps, Automation of business process using Flow, Comprehensive reporting using Power BI dashboards.
A faster system with improved integration, process automation and reporting capabilities. A modern UI which worked on any device.
The Dynamics 365 solution will enable Student Services to confidently manage a growing workload, now and in the future.
Live and historic reporting will provide insight into requirements placed on different services, allowing management to respond to changing short and long-term demands.
Customer now has a system which they can adapt to their needs.
A FinTech company focused around peer2peer lending and investments using ethical standards needed to increase its market share, drive up efficiency, customer experience, improve processes around lending and investing.
Engaged key stakeholder internally and externally to understand the change initiative, associated risks and produce a road map for implementation and support.
Setup the programme management office which was responsible for resourcing and coordinating related finance projects.
The organisation introduced an investment web portal which enabled both investors, lenders and Independent Financial Adviser to access a common but secure platform. Independent Financial Adviser were able to engage with the financial service organisation, execute transactions and manage its Investment Portfolio.
A Financial Educational portal was also implemented which provided financial education and incentives to users.
Supported the organisation through its campaign strategy involving content and visual creation which expedited it’s go to market strategy.
Conducted coaching and mentoring of technical and financial analysts as knowledge transfer. This resulted in improved knowledge retention levels and team member satisfaction.
As a result increased the organisation’s market share, revenue and operational efficiency hence enabled competitive advantage.