Sneh Gumber

Company Name

McDonalds

Position Held

Crew Member

Dates

0000 - Present

Details

June 2008-ongoing Crew Member McDonalds Restaurant, Leamington Spa Order and Money Taking got me experience with money handling Helped me develop my interpersonal skills as I have to serve and deal with customers regularly Organising other crew members to complete their task effectively and getting them to maintain hygiene on the shop floor Working in a team to quickly deliver the product and prioritising my tasks Committing my time and efforts in the community restaurant work has not only been deeply satisfying but I learnt how important customers are, and how the restaurant runs from the hard work that we perform

Company Name

AMMROC

Position Held

Lead consultant

Dates

0000 - Present

Details

AMMROC - UAE Civil Defense Agency Apr 2012 - Aug 2012 3 Months Contract Lead consultant who co-ordinated and composed a proof of concept bid for a Procurement and Asset Management System tender raised by AMROC in early 2011. Unfortunately the bid was unsuccessful. The re-engineering of existing procurement processes to incorporate lean methodologies, this involved Modelling the AS-IS processes in TIBCO Nimbus Control using BPMN notation. Definition of the Data Dictionary through database analysis. Stakeholder workshops and briefings. Modelling the to BE processes. Drilling down to activity level, 4-tier architecture predominantly. The incorporation of ISO 9001 compliance controls. Creation of SRS Systems functionality documentation . Co-ordinating beta-development. Presentation of proof of concept to The Board and key senior stakeholders.

Company Name

BPM

Dates

0000 - Present

Details

Tigo Millicom Africa Aug 2011 - Apr 2012 9 Months Contract The principle process re-engineering analyst, and project manager for the regional implementation of Procurement and Asset Management, Change Management and HR automated process applications for TIGO Millicom Africa. With a project budget of $12M this implementation spans across Africa, namely Tanzania, Ghana, Rwanda, Chad, Senegal, Mauritius and DRC. The objectives surrounding this project were centred on standardization, improving operations efficiency, and to enhance reporting capabilities to assist business decision-makers. By the end of the first quarter post-implementation productivity increased in the Ghana operation by 6.5% alone. Headed the regional implementation of Human Resources, Asset and Procurement Management and Change Management workflow modules totalling $12M expenditure, directly servicing 1000-2000 users. My direct involvement Lead Process Analyst at Analysis and Design phases of the project Compiling the to BE processes in Handysoft Bizflow using BPMN notation. This was achieved through Key stakeholder workshops Lobbying with C-Level decision-makers Compilation of evidences. Compilation of data dictionary libraries. Interviews and legacy documentation. Bizflow renders workflow applications based on process maps, the process maps I developed were packaged into executable workflow packages, this suite of packages was migrated to the shared services platform and made available to all 7 of the African operations, strong use of change management principles applied here With the Design phase complete I assumed the role of Project Manager to oversee the implementations across Africa Reported directly to the CIO of Africa. Personally headed a team of 7 local business process managers located within each operation, namely Tanzania, Ghana, Rwanda, Chad, Senegal, Mauritius and DRC. Each of these respective managers oversaw the process package implementations locally. Budgeting and resource allocation. Worked with the global enterprise architecture team to enforce systematic, and process orientated synergy as much information is shared and aggregated between each satellite operation. Production of implementation strategy, complete with change management strategy. The introduction and enforcement of internal processes and procedures to ensure the successful monitoring, decision-making and delivery of the project. Development and enforcement of change management strategy. The enforcement of SOx controls and subsequent reporting.

Company Name

Corporate Publishing

Position Held

Business Process Lead Designer

Dates

0000 - Present

Details

Corporate Publishing International www.cpi-dubai.com Aug 2010-Aug 2011 Dubai,UAE Role : Business Process Lead Designer Reporting directly to the COO. I was personally tasked with producing a conclusive array of design and requirements specification documents for the implementation of a new in-house, bespoke CRM. My functions include Modelling the AS-IS processes in Nimbus Control. Definition of the Data Dictionary. Stakeholder workshops and briefings. Engineering a conclusive, unified array of business processes and procedures. Lead the implementation of the bespoke CRM facilitated through Salesforce based on the process specifications captured. Configuration of Opentext Business Intelligence dashboard. Dubai Customs

Company Name

4 business

Position Held

Business Process Manager

Dates

0000 - Present

Details

www.dubaicustoms.ae Dubai, UAE Aug 2008 to Aug 2010 Role : Business Process Manager One of 4 business process managers tasked with designing/modelling the blueprint for an automated declarations processing system as part of the Reform and Modernisation Programme. Previously, 90% of back-office operations were carried out in a paper-based environment. Essentially working from a blank canvass primed by World Customs Organisation legislation, and UAE Federal Law I worked closely with many departments within the organisation to render enterprise process decompositions in collaboration with the EA team , and subsequent business rules and parameters. My immediate contribution was as follows Interpretation of WTO policies and procedures into functional process models Key stakeholder interviews and workshops, these functions involved a broad spectrum of stakeholders ranging from C-Level executives through to operation-level employees. Built an AS-IS process composition in System Architect 4 BPMN top-down. The top level being the Enterprise Model, where I collaborated with the EA team to ensure synergy when cascading. Data dictionary definition, which would later used as a basis for the database schema. Re-engineering the AS-IS process into a to BE abstraction. This was essentially realised through the points raised prior. SCRUM environment. On completion of the analysis and design phases I assumed the role of project manager responsible for seeing the project through to GO-LIVE providing reports and consultation to key stakeholders along the way. From a project management perspective my efforts were centered on change management, planning and enforcing time and budget constraints, and to essentially representing the business in the technical arena to ensure the integrity. I also held frequent workshops with key third party partners and government officials as the scope of this project surpassed Dubai Customs as an individual entity. The project budget exceeded $80M in total of which $2.5M was allocated to my responsibilities. In the first 12 months following MIRSAL 2 going live Dubai Customs reduced overall expenditure by an amazing 7%. This was mainly due to the closing of their existing declarations process centre and paper storage warehouses.

Company Name

Opentext Corporation

Position Held

Implementation Consultant

Dates

0000 - Present

Details

Opentext Corporation London, UK Feb 2006 to Jun 2008 Role : Implementation Consultant Specialising in the R/KYV/LiveLink application suites most commonly integrated into SQL2000/2005 or Oracle 9i/10g. Providing business applications solutions for private organisations, local and central governments respectively. Analysis - comprehension of business requirements, scoping, stakeholder workshops. Design and Development - Database design schema, modules, triggers, SQL etc. . JavaScript/XML/AJAX. Native RKYV API based workflow/SOAP, BPM. JavAScript workflows/HTTP application servers. mainly Apache Tomcat, and IIS BI components - OBIEE and Business Objects Implementation ERP/Finance/DMS integrations SIEBEL, Oracle Enterprise, Oracle Accounts Payable, Microsoft Exchange Server and many more. Post-Implementation Support - Technical support for customers once implementation has taken place, functions include troubleshooting and future planning consultation. Presentations and Training- Preparing and conducting day-length tutorials for customers, typically on customer site, training often consists of a presentation and a practical demonstration/workshop. Documentation - the author of RKYV workflow API manual, and RKYV Workflow business logic manual, both literatures are currently being distributed to customers throughout Europe. I am also the architect of the configuration document template - which is now used by all consultants at Opentext to record environmental specifics, other documentation includes business module manuals and pre-sales documents.