Featured Case Study

Royal London Group – Group-Wide Operations Transformation

Mar 2025 – May 2026 · Life & Pensions · Regulated Insurance Environment · Customer Journey Analyst / Senior Business Analyst

The Challenge

  • No standardised process architecture across 32 Level 3 customer operations processes (142 Level 4 processes) across the Group
  • Fragmented, inconsistent SOP estate – circa 57+ documents across the Update Plan Details L3 process alone
  • No scalable process ownership model or continuous improvement pipeline
  • Regulatory pressure to demonstrate clear, auditable customer outcomes under Consumer Duty
  • Ambition to position for RPA, AI and digital transformation but no structured process baseline to build from

What I Delivered

  • Owned the L3 process: Update Plan Details – mapping 19 end-to-end BPMN 2.0 Level 4 processes
  • Designed target-state operating model: As-Is → To-Be across all 19 Level 4 processes including Add/Update Beneficiary, Change Plan Cover, Cancellations, Change of Policy Ownership and more
  • Consolidated 57 Level 5 processes and their SOPs into single Level 4 maps – cutting maps and documents by 60–70% with improved quality and consistency
  • Defined named process ownership, review cadences and a findings register – creating a continuous improvement pipeline
  • Produced release and readiness packs; maintained a versioned change log with full audit trail
  • Identified RPA and AI automation opportunities; produced business cases for technology delivery handover

Outcomes & Impact

19
Level 4 BPMN process maps delivered
57
Level 5 sub-processes consolidated
60–70%
fewer maps & documents
28
Findings raised & actioned

Findings & Actions Tracker

Findings & Actions Tracker

Royal London · Update Plan Details L3 · Process Improvement Programme 2025

28
Total Findings
19
Reviews Complete
68%
Completion Rate
32
Total L3 Processes
142
Total L4 Processes
Review Progress
Findings by Category
Compliance Risk6
SOP Inconsistency5
Process Gap5
Automation Opp.4
Document Control4
Ownership Gap3
Training Gap1
Automation Opportunities
RPA · TacticalDirect debit update re-keying – 2 systems, ~3% error rate. Est. saving: 4 hrs/day
AI · StrategicIndexation letter generation – 1,200 letters/quarter. Full automation feasible
RPA · TacticalPremium recalculation – 4 mins/case × 200 cases/week = 13+ hrs manual effort
AI · StrategicGender marker & name update workflows – low complexity, high volume
Earlier Engagements

Selected earlier work

A few representative engagements from across central government, rail and financial services.

Central Government · Rail

Network Rail – SLA Measurement Programme

2007 · Information Management · PRINCE2

Challenge

  • No consistent, auditable way to measure and report SLAs across Information Management
  • Manual reporting that was slow and hard to assure
  • Delivery needed to sit within PRINCE2 governance

What I Delivered

  • As-Is swim-lane process maps in Visio across the SLA reporting workflow
  • An automated, auditable KPI / SLA measurement model
  • PRINCE2-governed delivery with clear documentation and sign-off
PRINCE2VisioSLA / KPIInformation Mgmt
Central Government

Halian – Oracle HRMS Data Migration

2005–06 · Central Government · Data Migration

Challenge

  • 1,200 employees spread across 42 legacy HR systems needing consolidation
  • One of the most complex public-sector data migrations of its kind
  • Pre-cutover data quality critical to a safe migration

What I Delivered

  • Led the migration of 1,200 employees from 42 systems into Oracle HRMS
  • Owned pre-cutover data quality end-to-end
  • Managed a Data Quality & Assurance team through to cutover
Data MigrationOracle HRMSData QualityCentral Government