Susan Iwulale Ekpenyong

Led business analysis activities across a £40M global workforce transformation programme integrating payroll automation, workforce management, time and attendance, expense management, leave administration, invoice consolidation, multi-currency billing, CRM platforms, payroll aggregators, and financial systems across 22 countries supporting over 30,000 contingent workers.

KEY RESPONSIBILITIES

• Led global requirements gathering across payroll automation, workforce management, time and attendance, expense processing, leave administration, invoice consolidation, payroll aggregation, and multi-currency billing operations by facilitating stakeholder interviews, discovery workshops, document analysis, and requirements elicitation sessions across 22 countries, ensuring all requirements were complete, traceable, prioritised, and approved before development commenced.
• Facilitated over 180 structured discovery workshops involving Finance Directors, Payroll Managers, Client Services Leaders, Product Owners, Solution Architects, Integration Specialists, and third-party technology vendors, applying stakeholder analysis, MoSCoW prioritisation, and requirements validation techniques to challenge assumptions, resolve conflicts, and achieve agreement on delivery priorities.
• Produced and maintained more than 500 Business Requirements Documents (BRDs), Functional Requirements Specifications (FRS), user stories, business rules catalogues, acceptance criteria, process flows, data dictionaries, and traceability matrices, ensuring development and testing teams had clear, buildable, and testable requirements throughout programme delivery.
• Analysed current-state Pay & Bill processes across multiple business units and acquired organisations using process mapping, gap analysis, root cause analysis, and value stream mapping techniques, identifying operational inefficiencies, compliance risks, process bottlenecks, and automation opportunities.
• Designed future-state business processes aligned to the target platform architecture by developing AS-IS and TO-BE process models, swimlane diagrams, data flow diagrams, entity relationship diagrams, and workflow specifications covering the full lifecycle from time capture through payroll processing and invoice generation.
• Identified and documented over 800 business rules governing payroll calculations, statutory deductions, tax obligations, currency conversion, expense approvals, leave accruals, invoice generation, billing controls, and jurisdiction-specific compliance requirements, ensuring regulatory and operational requirements were embedded within solution design.
• Led the definition and documentation of the Pay & Bill Target Operating Model (TOM) by producing capability maps, operating model narratives, governance frameworks, process ownership models, RACI matrices, and service design artefacts, translating strategic objectives into actionable business and system requirements.
• Defined interface requirements between workforce management systems, payroll aggregators, CRM platforms, billing solutions, and enterprise finance applications by collaborating with integration architects and API teams to produce source-to-target data mappings, integration specifications, and data quality controls supporting seamless end-to-end processing.

KEY ACHIEVEMENT

• Reduced payroll processing exceptions by 41% across 22 countries through process redesign, business rules optimisation, workflow automation, and enhanced validation controls.
• Improved invoice accuracy from 92% to 99.6% by strengthening requirements governance, data quality controls, and integration design, preventing approximately £3.5M in annual revenue leakage.
• Delivered a unified Pay & Bill Target Operating Model supporting 30,000+ contingent workers globally, improving operational visibility, compliance, and processing efficiency across multiple jurisdictions.

Led business analysis activities across a nationwide payroll and workforce transformation programme supporting over 120,000 employees, modernising payroll operations, workforce scheduling, attendance management, leave administration, invoicing processes, workforce reporting, and enterprise system integrations.

KEY RESPONSIBILITIES

• Led requirements gathering activities across payroll operations, workforce scheduling, attendance management, leave administration, invoicing, expense processing, and workforce reporting capabilities by conducting stakeholder interviews, discovery workshops, document reviews, and process analysis sessions, ensuring business requirements were fully validated and aligned with programme objectives.
• Facilitated more than 120 cross-functional workshops involving Payroll Managers, HR Directors, Finance Leaders, Operational Managers, Solution Architects, Technical Leads, and external suppliers, applying stakeholder mapping, requirements prioritisation, and consensus-building techniques to define future-state business capabilities.
• Produced and maintained over 400 Business Requirements Documents (BRDs), Functional Requirements Specifications (FRS), user stories, business rules catalogues, acceptance criteria, process maps, and traceability matrices, enabling Agile delivery teams to build and test solutions with clear functional requirements.
• Conducted current-state and future-state analysis of payroll administration, attendance tracking, workforce planning, overtime management, leave processing, and invoicing operations using AS-IS and TO-BE process modelling, gap analysis, and business process reengineering techniques.
• Defined business rules governing payroll calculations, overtime payments, attendance recording, shift premiums, leave accruals, statutory deductions, employee deductions, and workforce reporting requirements, ensuring compliance with operational and regulatory standards.
• Developed detailed source-to-target data mappings supporting migration of over 5 million payroll, workforce, attendance, and financial records, performing data reconciliation, validation, and quality assessments to minimise migration risks and improve payroll accuracy.
• Collaborated with integration architects, developers, and API specialists to define interface requirements between workforce management systems, payroll platforms, CRM solutions, finance applications, and reporting environments, producing data flow diagrams and integration specifications supporting end-to-end automation.
• Led User Acceptance Testing (UAT) activities by defining testing strategies, creating business test scenarios, authoring test scripts, coordinating business testers, managing defect resolution, and conducting post-deployment validation to ensure delivered solutions met agreed business outcomes.

KEY ACHIEVEMENTS

• Reduced payroll processing errors by 32% through requirements-led process standardisation, automation initiatives, and improved integration controls.
• Improved workforce attendance reporting accuracy by 38% through redesign of workforce data flows, reporting requirements, and system interfaces.
• Successfully migrated over 5 million payroll, workforce, attendance, and financial records with 99.8% data accuracy, ensuring seamless transition to cloud-based workforce management and payroll platforms.

Led business analysis activities across finance transformation, ERP implementation, operational excellence, business process improvement, supply chain modernisation, and enterprise technology programmes, supporting strategic initiatives with annual operational budgets exceeding $50M.

KEY RESPONSIBILITIES

• Led requirements elicitation activities across finance, procurement, operations, supply chain, workforce administration, reporting, and compliance functions by conducting stakeholder interviews, facilitated workshops, document analysis, observation sessions, and requirements validation exercises, ensuring business needs were accurately captured and translated into actionable deliverables.
• Facilitated over 100 cross-functional workshops involving Finance Directors, Operational Leaders, Procurement Managers, Technology Teams, Process Owners, and external implementation partners, applying stakeholder analysis, business capability assessment, and prioritisation techniques to align operational requirements with strategic objectives.
• Produced and maintained more than 350 Business Requirements Documents (BRDs), Functional Requirements Specifications (FRS), user stories, business rules catalogues, process maps, acceptance criteria, and traceability matrices, enabling delivery teams to design, build, and test solutions against agreed business outcomes.
• Conducted comprehensive current-state assessments across finance, procurement, operational, reporting, and governance processes using process mapping, gap analysis, root cause analysis, and value stream mapping techniques, identifying inefficiencies, control weaknesses, compliance risks, and opportunities for automation.
• Designed future-state operating models by developing AS-IS and TO-BE process maps, swimlane diagrams, data flow diagrams, entity relationship diagrams, and workflow specifications, supporting ERP transformation and enterprise process redesign initiatives.
• Led development of Target Operating Model (TOM) artefacts including capability maps, governance frameworks, process ownership models, operating procedures, service definitions, and RACI matrices, ensuring future-state organisational structures aligned with programme objectives.
• Performed enterprise-wide data analysis, source-to-target data mapping, migration planning, reconciliation activities, and data quality assessments supporting Oracle ERP implementation programmes, ensuring financial, operational, and reporting data integrity throughout migration and integration activities.
• Led User Acceptance Testing (UAT) by defining test strategies, creating test scenarios and scripts, coordinating business testing cycles, managing defect resolution activities, conducting post-implementation validation reviews, and confirming delivered solutions met operational, financial, and regulatory requirements.

KEY ACHIEVEMENT

• Reduced operational processing times by 25% through business process redesign, workflow optimisation, and implementation of automated approval and reporting processes.
• Improved reporting accuracy by 35% through enhanced data governance, process standardisation, and implementation of stronger data quality controls across finance and operational functions.
• Successfully delivered ERP transformation initiatives supporting operational budgets exceeding $50M annually, improving operational visibility, financial controls, governance compliance, and management reporting capabilities.

Supported business transformation, operational improvement, process optimisation, workforce planning, finance operations, and technology implementation initiatives across multiple business units. Worked closely with Finance, Operations, Workforce Planning, IT, and Senior Leadership teams to analyse business challenges, define requirements, improve operational processes, and support successful delivery of enterprise change programmes.

KEY ACHIEVEMENTS

• Conducted requirements elicitation workshops with Finance, Operations, Workforce Planning, IT, and Senior Management stakeholders by applying stakeholder analysis, interviews, facilitated workshops, document analysis, and observation techniques to gather, analyse, validate, and prioritise business requirements supporting operational improvement and technology transformation initiatives.
• Produced and maintained over 150 Business Requirements Documents (BRDs), Functional Requirements Specifications (FRS), user stories, business rules catalogues, process maps, acceptance criteria, and requirements traceability matrices, ensuring business needs were accurately translated into functional and technical deliverables.
• Analysed current-state operational processes across workforce planning, finance operations, reporting, and service delivery functions using process mapping, root cause analysis, gap analysis, and workflow analysis techniques to identify inefficiencies, control weaknesses, operational risks, and opportunities for improvement.
• Designed future-state business processes by developing AS-IS and TO-BE process maps, swimlane diagrams, workflow models, data flow diagrams, and operating procedures, supporting business process reengineering and operational transformation activities.
• Facilitated cross-functional workshops to identify process bottlenecks, system limitations, data quality issues, reporting challenges, and automation opportunities, enabling stakeholders to prioritise initiatives aligned with business objectives.
• Collaborated with technical teams, solution developers, and infrastructure specialists to define business requirements for system integrations, reporting solutions, workflow automation tools, and operational management systems, ensuring proposed solutions met business and operational needs.
• Performed source-to-target data mapping, data analysis, data validation, reconciliation activities, and data quality assessments supporting system enhancement and migration initiatives, improving reporting accuracy and strengthening operational decision-making capabilities.
• Supported User Acceptance Testing (UAT) activities by developing test scenarios, authoring test scripts, coordinating business testers, managing defects, conducting post-deployment validation, and confirming delivered solutions met agreed business requirements and operational objectives.

KEY ACHIEVEMENTS

• Reduced manual administration effort by 22% through business process redesign, workflow optimisation, and implementation of automated operational controls.
• Improved operational reporting accuracy by 30% through enhanced data quality management, reporting requirements analysis, and process standardisation initiatives.
• Delivered operational improvement programmes that generated 15% efficiency gains across workforce planning, reporting, and service delivery functions, contributing to improved productivity and business performance.