Olamide Olanipekun

Conducted end-to-end process and system walkthroughs for the client’s customer support operations to identify gaps and improvement opportunities as part of their transition from Zendesk to Salesforce Service Cloud.

Key processes analyzed for gaps and improvement include first-level case management, technical case management, customer satisfaction surveying, and knowledge base management.

The applications reviewed included Zendesk, Knowledge Owl, and Jira.

Elicited business, technical, and integration requirements from the leaders and key personnel of the support team.

Documented and refined over 40 detailed requirements and user stories on Jira for epics related to the implementation of Salesforce technical and functional requirements, migration from Knowledge Owl to Salesforce Knowledge, and migration from Zendesk to Salesforce Service Cloud.

The current state assessment of business processes and documentation of Salesforce implementation requirements provided Pluralsight with the clear template required to enhance its customer support operations.

Conducted a business processes analysis and redesign across all departments, including media planning, media buying, finance management, and human capital management for a leading media agency.

This involved eliciting information from over ten process owners on their various business processes, identifying gaps and providing recommendations, documenting business requirements for automation, and developing a business process mapping and blueprint document. This document incorporates technology touchpoints and automation using standard business process notation.

The business process mapping, blueprint, and requirements served as bases for the technology options to automate the client’s business processes.

The project involved selecting technical partners from a long list to build a chatbot on conversational AI platforms such as Azure Bot, Amazon Lex, and IBM Watson.

• Analyzed the bank’s processes and defined use case categories and channels for the chatbot’s operation. Documented business and technical requirements from the use cases for the chatbot to cater to.

• Conducted a build-or-buy assessment to determine the approach to sourcing for the chatbot.

• Devised a detailed approach for the selection process, including technical and commercial evaluations.

• Produced a long list of technical partners, chatbot, and shortlisted technical partners, including Microsoft for Azure Bot and an AWS partner for Amazon Lex.

• Designed evaluation criteria based on various parameters, such as implementation team structure, solution capabilities vis-à-vis bank’s requirements, etc.

• Created detailed RFP and RFQ and scored technical partners’ responses based on evaluation criteria. Used Alteryx, Power BI, and Tableau for data analytics and visualization.

• Facilitated assessment of technical partners’ demo and presentation and analyzed scores to determine the best choice.

I led a team of over 20 members across data, infrastructure, integration, build, design, test, and functional workstreams to implement the solutions using the Kanban and Scrum frameworks. The work was done concurrently in Nigeria and Ghana. It was a relatively complex project because it was the first implementation at that scale in Nigeria.

I prioritized tasks across the software development lifecycle for iterative delivery. These tasks included product walkthroughs for functional requirements, workshops for master data management, infrastructure, security and integration requirements, and test management. I used Jira throughout the project for team collaboration and issue tracking. I also facilitated agile ceremonies and workshops and documented key metrics, actions, and requirements for tracking. I coordinated change management activities and provided weekly status reports to executives and other key stakeholders. I used Alteryx, Power BI, and Tableau for data analytics and visualization.

The project resulted in 85% process automation in core business functions such as general underwriting, life underwriting, claims management, and financial control.

Led a team of over 25 SAP functional and technical consultants in the technical upgrade of an SAP ERP system—SAP ECC 6.0 to SAP EHP 8.0. The upgrade project was very complex and pervaded the entire organization, therefore requiring careful planning to avoid long-term disruption of business operations.

I developed project artifacts such as the project plan and project charter, providing weekly progress reports to project team members and sponsors. I coordinated change management activities. I also facilitated meetings with technical consultants—ABAP and BASIS—to ensure the technical upgrade process was conducted accurately, seamlessly, and on time. Interfaced with functional consultants across core SAP modules—such as finance, supplier relationship management, and human capital management—to ensure functional and user acceptance tests were conducted appropriately.

The upgraded system provided the client with new and valuable functionalities across core modules of the SAP systems and prepared the client for the migration of their ERP to the cloud—SAP S/4HANA.

Led a small team of seven members in the implementation of a vendor invoice management system for a client in the energy sector.

I developed project artifacts, including but not limited to a project charter, a value roadmap, solution requirements, etc. I also facilitated design workshops and documented and prioritized requirements for continuous delivery. A key requirement for the system was the optical character recognition (OCR) capability that enables it to detect handwritten or printed content in scanned documents and translate them into digital copies. I coordinated change management activities, providing weekly status reports to executives and project team members.

The project resulted in the 90% automation of vendor invoice management processes for the client.

The integration was complex because of the large size of both banks. It also targeted all enterprise applications, including mobile applications, core banking systems, enterprise resource planning systems, and customer relationship management systems.

I managed a team of over 25 team members in the integration of the two banks’ IT environments. I handled the project in close interface with team members from the functional, infrastructure, security, integration, data, test, release, and change management workstreams. I developed the project artifacts, such as the project plan and project charter. I coordinated project management activities and provided weekly progress reports to project team members and sponsors.

Key deliverables across the analysis, design, build, and transition phases included integration requirements, IT integration architecture design and delivery, and benefits tracking. The success of the integration project resulted in a myriad of benefits for the acquiring bank, such as enhanced market share, reduced cost of funds, and augmented operating efficiencies.

Oversaw a team of 10 in the delivery of a cyber hardening project. Team members consisted of IT administration and support officers for the bank’s infrastructure—windows and non-windows servers, web applications, ATMs, network devices, and databases.

Performed a current state assessment of the bank’s technology landscape to identify gaps and improvement opportunities.

Developed a cybersecurity strategy with detailed security governance, a process and technology blueprint, and a roadmap.

Conducted iterative vulnerability assessments and remediation for the bank’s IT infrastructure using Nessus, Burp Suite, Nippa Studio, and CIS-CAT.

Provided weekly status reports to project team members and sponsors.

The successful delivery of the project exponentially increased the strength of the bank’s cybersecurity landscape and, as a result, significantly minimized the success of cyberattacks.