Aloma Keegel

Westpac 8/2021 to present

Senior Business Analyst

Service, Digital and Transformation, Design and Delivery

Lead Senior Business Analyst in the Business Remediation Program (Exceptions Team) to deliver on the vision with the objective of rebuilding trust in the Australian community through the transparent demonstration of placing customers back into the position they would have been but for the deficiency in the service or product. The Exceptions team successfully completed and delivered remediation for approximately 300 customers for cohorts such as Deceased, De-registered and all Ad-Hoc scenarios with a total value of $3M+ in the past 7 months.

Lead all Agile ceremonies for the team.

Analyse and document business remediation processes, process maps, procedure guides, business rules, user stories for the team.

Ensure remediation of Business Banking Customers is managed efficiently to close ASIC and AUSTRAC commitments within limited timelines.

Liaise with data analysts to generate data extracts used in remediation payment for impacted customers.

Collaborate with Marketing team to create Banker FAQ’s, customer letters.

Improved and created new Banking Matrix for letter generation.

Peer-review all QA completed by testers including Master Data File, Mail house files used to generate letters by external vendor.

Work closely with data analysts to achieve the correct test results validating the data extracts created.

Worked on projects such as Return to Sender (process to improve letter/cheque returned to the bank), introduce Systematic SMS/Emails to improve customer contact made in a more efficient manner.

Contracted to work in Technology & Operations.

Reviewing business processes end-to-end, provided investment operations support to Link Fund Solutions, covering a range of Superannuation Funds. Completed 2 projects for Cbus (one of Australia’s largest superannuation funds with over 765,000 members) with the opportunity to enhance the user experience and make scaled administration simple for members.

Introducing the PMIF Legislation (introduced in 2019) to online process. Previously completed via paper, the introduction of the online process will provide increased efficiency, real time data availability, and security.

· Identified gaps to include additional data to the insurer

· Created a ‘flag’ to identify eligible members systematically

· Enabling members to opt in for default cover to be compliant

Created 6 new investment options for Cbus members to ensure they have multiple options and can choose the most appropriate investment that tailors to their personal goals.

· Identify and include credentials for each option

· Create each Investment Option Code

· Source Interest crediting rate/claim reporting rates/investment switch rules, external custodian code

· Determine changes required to letter templates (system & manual)

Support physical stock updates at Cbus and shared with Link

Principal strategist and project leader of improvement initiatives, systems/data migration, process design/re-design, stakeholder communication, data security, and application implementation. Proactively engage with multiple departments to administer project management and ensure deliverables.

Contracted as SBA for AMP Bank Remediation Programme. Develop an understanding of the Infrastructure & Operations Strategy. Identify Stakeholders and develop/maintain collaborative working groups to analyse and remediate data gaps and other issues.

· Executed the SharePoint Migration, transferring and delivering 6 applications to Service Now Platform. Translated all business requirements, validated build, coordinated testing and validated all re-engineering. The Financial Systems Management (FSM) Enquiries Application and the Security Exemptions Applications were some.

· superannuation and the experience of 121K+ customers. Ensured privacy and data security that protected bank account numbers.

· Welex Project: Launched February 2019 to secure Welex information and accurate communications for corporate superannuation and retail clients.

· Concessional Contribution Project: Rolled out in November 2018 that integrated legislation for all superannuation companies to include concessional contributions to carry forward for 5 years.

· Adhered to the E2E Process standard for each project, including: team engagement, business case documentation, business requirements, cost benefit analysis, UAT strategy, change management documentation, BST Guide, L&D Guide, Process Maps, Release Advice, and Post Validation Testing.

Contracted to deliver key projects in Customer Care, Business Requirements, Business Case Documentation, Process manuals, Process Maps, and Client Relations. Aligned all project operations to the corporate Customer Care Key Methodology principles, ensuring cohesive and consistent quality standards. Interfaced with clients to enhance customer journey sessions and forums.

· Supported creation of JIRA Operating Manual for the Customer Care unit.

· Designed and implemented the Project Board, coordinating logistics for Customer Care Projects, divided into Digital, IVR, and Change projects.

· Introduced a calendar to track “go-live” dates and high-priority dates.

Collaborated with a team of 10 members to draft the Customer Care Change Playbook. Fully integrated the procedures to advance change initiatives.

Recruited for an initial 6-month contract that transformed into a leadership position executing two major capital projects for the company. Primary leader of onboarding and production management, including all aspects of project execution from conception to completion. This included, but was not limited to vendor contracts, SLAs, SOWs, change management framework, logistics coordination, compliance, contingency planning assessment and validation, and strategic partnerships. Drafted, edited and published process manuals for the Vendor Services Team. Supervised the design and visual representation of the manuals. Enforced consistency with vendors and business stakeholders by initiating monthly communications via phone conferences.

· Project leader in driving partnership with vendors and business sectors to become the only issuer to achieve FIME Certification on the first attempt on a new product.

· Accomplished record-breaking and critical achievement by delivering the Diners Project card production from Singapore, embossing from Melbourne, and delivery to Sydney in 2.5 weeks, compared to the average of 12 weeks.

· Evaluated and assessed vendor contracts in partnership with the Procurement and Sourcing Team. Negotiated and facilitated optimum and favorable terms for contract renewals and revisions, without sacrificing quality and operations.

· Delivered the Rejected Letter Project that streamlined resolutions for rejection letters, reducing incidences. Performed in-depth root cause analyses of vendors, banks, and systems. Presented results to Senior Leaders to promote data-driven action.

Crafted and integrated a systematic POA process that improved visibility and transparency of all business units

Executed numerous multimillion dollar projects, ensuring “go-live” deliverables on-time and within budgets. Pioneered SMS capabilities across the global application processing cycle in card applications, an AMEX first, producing $100K per year in further development and opportunities. Delivered the Hong Kong / Singapore travel migration project, designing the framework for 150+ processes and led a 20-member team to migrate all data while driving change initiatives.

· Bolstered revenues by $12M by integrating a digital upload function for supporting documents.

· Achieved 99% accuracy in inventory and vendor management but outsourcing data capture operations.

· Remediated 2,070 non-compliant business accounts, avoiding a $1.4B loss through exemplary risk management, process mapping, root cause analysis, and collaborative efforts with both the Risk Management and Market Compliance units.

· Initiated a new card history tool that bolstered revenues by $21.5M and prevented $1.3M in losses (fraud/error protection).

· Launched a flexible platform that enabled instant decision capabilities in the card application decision process. Cut processing timelines and manual workload by 30% and directed testing methods and standards for delivery.

· Secured $18M in revenue growth and re-engineering benefits of $500K per year by introducing a portal to capture and decommission card applications.

· Rolled out a transfer tool that generated $1.2M in revenues and elevated the customer experience by enabling customers to upgrade their cards while retaining their existing card numbers. Effectively reduced transfer times from 2 months to 2 weeks.

· Boosted the Pend System Analysis decision rate by 8% within one year, resulting in savings of $200K per year.

· Introduced SMS to the Global New Accounts Platform with a re-engineering benefit of $95k and 15% reduction in calls.