Case Study
Process Mapping & Business Process Design
Organisations rarely struggle because people are unskilled; they struggle because the documented process describes how work was intended to flow — and what people actually do has quietly become something different. My process mapping work surfaces that gap, traces the real flow across teams and systems, and designs structures that give people the conditions to do their best work.
Client names have been removed in line with standard consultancy confidentiality practice. References and further detail are available on request.
How I approach process work
Enterprise to application alignment
I map how work moves from strategy to execution, identifying where systems, workflows, and human behaviour fall out of sync. This includes enterprise-level process mapping, application-level workflow design, and the connective tissue between them.
Workflow clarity
Whether in government, insurance, or SaaS environments, I specialise in making complex processes visible. Once the real flow is understood, teams can make informed decisions about simplification, automation, or redesign.
Cross-team operational design
Many bottlenecks appear at the boundaries between teams. I work across engineering, product, operations, and business functions to design processes that reduce handoff friction and improve delivery confidence.
Case Studies
These examples illustrate how process mapping and workflow design have supported clarity, efficiency, and better outcomes across sectors.
Healthcare Corporation Enterprise Process Documentation
Enterprise Process Mapping — Healthcare Organisation, Connecticut, USA
Context: A healthcare organisation wanted to map its entire corporate process to better align the overall flow of work and gain early insight into process impacts across departments.
What I did: As part of a larger team, I owned the IT process workstream. I interviewed the IT department lead, captured high-level business process and department handoffs, and documented these initially in PowerPoint before transferring them into ARIS to contribute the IT department input to the full corporate map.
Outcome: Leadership gained a birds-eye view of the entire set of business processes across the organisation — improving their ability to identify issues and make informed decisions.
Commercial Auto Pricing Workstream
Stakeholder Alignment & Reporting Systems — Major Commercial Insurance Group, USA
Context: As part of a multi-year commercial auto agent portal development project, downstream information reporting systems needed to develop actuarial pricing reports — requiring alignment across 45 stakeholders with different priorities, risk tolerances, and timelines. The division also needed to demonstrate the value of strongly supporting these legacy systems and reports.
What I did: As information delivery systems pricing project coordinator, I led the workstream from requirements through to User Acceptance Testing. I collaborated with business analysts and actuarial leads to capture and document reporting requirements, facilitated workshops, managed dependencies, and kept decision-making moving in a complex, politically sensitive environment.
Outcome: Stakeholder consensus reached and pricing framework delivered accurately, on schedule.
Government Business Process Re-engineering — Systems Modernisation
Unemployment Insurance Division — State Government, USA
Context: A public sector organisation needed to modernise its systems but recognised that processes which had grown inefficient over decades of incremental changes needed analysis and redesign — without disrupting live services.
What I did: I co-authored a Statement of Approach with a BPR expert, obtained sponsor sign-off, and co-presented it to senior leadership across the affected departments. I then partnered with a BPR and Management Consultant to run a series of workshops mapping current state processes, conducting end-to-end analysis, and identifying inefficiencies and areas of manual error risk. The engagement concluded with a documented Impact and Urgency matrix, handed off to the process design team with implementation recommendations.
Outcome: A seamless handoff to the process design team — findings adopted and used as the basis for subsequent technology modernisation.
Want to discuss a specific challenge?
Every engagement is different. If you would like to talk through something that does not fit neatly into the above, I am happy to have that conversation.