Wasif Mehdi

Senior Consultant

• Business Analyst at Peterborough City Council (Jan 2012 – Mar 2012) -
• Led the Business Transformation & Service Improvement (BTSI) work stream.
• Conducted requirements gathering, research and analysis pertinent to the enhancement and commercialisation (take to market) of BTSI services.
• Used the outcomes from the analysis to develop a financial model to support investment case for enhancement and commercialisation.
• Presented the investment case and gained approval to initiate the project.
• PMO Manager and Business Analyst at Serco CIO Enterprise Applications (EA) (Feb 2011 – Oct 2011)
• Led the EA PMO team as interim PMO Manager.
• Developed EA KPIs for internal EA units, which was fed into the monthly CIO Controls Reports providing insightful business intelligence resulting in the kick off of key improvement initiatives.
• Updated and tweaked the CR Process which enabled more efficient CR progression and brought down the number of outstanding CRs by almost 50%.
• Simultaneously coordinated the timely delivery of CRs, SRs and Projects across multiple geographies to client satisfaction.
• Strategy Consultant at Serco Consulting’s Private Enterprise Panel (Nov 2010 – Feb 2011)
• Project Title: “Serco in the Smart Meter Market”
• Persuaded EMBA group to work on the above short strategy project for Serco Consulting’s Private Sector Director.
• Led the group which used techniques such as SWOT and Porter’s 5 Forces to conduct internal and external analysis informing the development of a report which concluded with strategic recommendations and associated financial modelling for Serco.
• Presented the key findings to senior executives in interested Serco divisions who were impressed by the quality of the analysis and decided to commission further work to develop the opportunity with Serco Consulting.
• Strategy Consultant at Serco Corporate Planning (Mar 2010 – May 2010)
• Project Title: “Feasibility Study of Serco entry into the Brazilian Light Rail Market”
• Persuaded EMBA group to work on the above short strategic challenge provided by Serco’s Corporate Planning Director.
• Led the group which used techniques such as SWOT and Porter’s 5 Forces to conduct internal and external analysis informing the development of a report which concluded with a strategic recommendation for Serco.
• Shared and discussed the paper and key findings with Serco’s Director of Global Transport who commented on the insightfulness of the work done and confirmed the usage of the findings as basis for further work.
• Engagement / Project Manager at Serco CIO (Feb 2009 – May 2010)
• Sales Pipeline is a SAP CRM tool which enables standardised, efficient and robust Sales Information Management. The tool needed to be rolled out to eight international divisions of a firm with 70,000 employees.
• Led and completed the rollout of Sales Pipeline to all divisions as planned with a user population of 500 and over 1000 live opportunities accounting for a sales pipeline of over £45Bn stored in the tool.
• Designed and conducted user acceptance testing enabling timely improvements to tool functionality and approval of the tool as fit for purpose prior to rollout.
• Developed a user training suite for the tool which comprised of CBT and accompanying paper guides which allowed for swift user ‘take-up’ of the tool.
• Advised on and at times wrote numerous user communications since became known as a Sales Pipeline expert.
• Thoroughly influenced the design of the SAP Business Intelligence (BI) reporting plug-in to the tool enabling better usability resulting in wider user acceptance of the tool.
• Captured user reporting requirements and designed custom BI reports resulting in the delivery of key benefits such as improved opportunity prioritisation, decision making and preparation of future peaks and troughs in the pipeline.
• Communications & Stakeholder Manager at Serco Group (Sept 2008 – Jan 2009)
• Excellence in People Administration is a project which aims to address the root causes of back office issues such as month end reporting delays, unresolved payroll tickets etc. in relation to the firm's HR, Payroll and Finance functions.
• Designed and conducted a Line Manger Survey which enabled discovery of stakeholder moods thereby informing influencing strategies and identification of influencing activities.
• Setup the communications and stakeholder management function of the project by developing a communications strategy, plan and tools which enabled effective stakeholder management resulting in all key stakeholders being recognised as advocates of the project.
• Joined the Financial Reporting and SAP Realignment Programme upon invitation, in the same role and responsibilities resulting once again in key stakeholders being recognised as advocates of the programme.
• Business Intelligence Analyst at Communities and Local Government (Oct 2007 – Sept 2008)
• The New Dimension programme was established to enable and enhance the operational capability of the UK Fire and Rescue Services to respond to major emergencies by providing specialist equipment, procedures and training.
• Conducted cost/data modelling and analysis in relation to equipment and training for the CLG Policy department and Programme Manager accurately identifying net book values for all New Dimension assets, informing sale of ‘surplus’ equipment and deriving yearly funding requirements.
• Provided project management support and updated the New Dimension Warehouse Management and Equipment Servicing Processes enabling the successful transfer of assets to fire and rescue services.
• ERM Consultant at European Commission’s MoReq2 (Jul 2007 – Oct 2007) - Model Requirements (MoReq) is a European Commission Electronic Records Management standard.
• Designed the MoReq2 metadata model thereby credited as a co-author.
• Business Process Consultant & Change Request Manager at Serco CIO (Feb 2007 – Jun 2007)
• The Formula 100 Programme was a SAP Finance rollout across eight geographically diverse divisions of a firm with 70,000 employees.
• Led a process workshop with key stakeholders to map out the existing Change Request (CR) process and identify improvements resulting in the design of an improved process which reduced average CR turnaround time from 3 weeks to just over 1week.
• Developed training documentation to educate the programme team and divisional stakeholders on the new process and its usage resulting in positive feedback and acceptance of the new way of working from all stakeholders.
• Invited to become CR Manager to control the running and embedment of the new process resulting in reduction of 64% in outstanding CRs for processing with in two weeks.
• Business Process Consultant at Cheshire Constabulary (July 2006 – Jan 2007)
• Cheshire Constabulary initiated a review of its operational processes in relation to strategic management of resources and cost efficiencies.
• Conducted one on one interviews with key personnel and developed an end to end process model of the constabulary presenting it to the Deputy Chief Constable who favourably commented on the comprehensiveness of the model.
• Using the model, designed and developed a diagnostic tool that could robustly identify and help realise opportunities for strategic management of resources and cost efficiencies.
• Used the tool to identify ‘pain points’ and made recommendations which forecasted savings of approximately £4.5Mn.
• The work became the crux of Serco’s proposition to the police workforce modernisation initiative.

Technology Consultant

• PMO Consultant at Department for Education and Skills (Jan 2006 – July 2006)
• The provision of PMO services to DfES in relation to Enterprise Application Maintenance and Development.
• Provided PMO support and coordination to Capgemini teams, Programme Director and in between DfES and Capgemini.
• Developed a number of particularly useful PMO tools to automate previously manual tasks using Visual Basic Macros which greatly reduced the time and effort involved, specifically in month-end activities resulting in a reduction of credit note issues by 67%.
• Invited to join Capgemini’s PMO Standards Development Team in recognition of the work.
• Deployment Consultant at Home Office Criminal Justice IT (CJIT) (Jan 2005 – Dec 2005)
• Nationwide rollout of the CJSE XHIBIT Portal, a CJIT initiative to provide real time information from Crown Courts to Criminal Justice Organisations (i.e. Police, CPS, Courts, etc.).
• Redesigned and developed an updated Portal training course and training artefacts in response to the launch of a radically updated version of the Portal, resulting in an improvement of approximately 12% in terms of user training satisfaction.
• Led a process workshop to develop the new rollout process in line with launch which was well received by rollout team.
• Led the London rollout of the Portal to the Metropolitan Police, Youth Offending Teams and Magistrates Courts completing it to time and quality, receiving excellent feedback from CJO representatives resulting in a promotion with the highest rating.

University College London (UCL)

Brunel University