Emmanuel Offor
Business Analyst/ Business Process Architect
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About
The Power of Process: Transforming Strategy into Auditable Operations
Experienced Business Analyst, Business Systems Analyst and Business Process Architect with over 18 years of high-impact industry experience across Banking, Public Sector, Technology and Large-Scale Retail Manufacturing (Greggs). I specialize in Enterprise Business Process Management (BPM) and Process Architecture. My core mission is to bridge the gap between business strategy and daily work practices, driving organizational alignment and continuous improvement.
I am a solutions specialist who not only designs 'to-be' operating models but also has a proven track record of establishing and scaling dedicated BPM Centres of Excellence (CoE).
Key Transformation Highlights
- Retail Manufacturing Process Transformation: Led the selection and implementation of a SaaS Solution to administer the governance of the Product Lifecycle Management process, unifying fragmented workflows into a cohesive product pipeline, achieving a direct efficiency saving of 40 man-hours per week.
- Financial Services Process Improvement: Authored policy and guidelines that underpinned the bank's ISO 27001 certification exercise. I successfully managed the centralization of dispersed administrative functions under a new head office structure, and setup and administered a Business Process Management (BPM) Centre of Excellence.
- Automation & Digital Adoption: Championed the shift to an agile, Rapid Applications Development (RAD) methodology and led the Proof of Concept (POC) deployment of a model-based, low-code BPM Suite (AgilePoint), accelerating workflow automation and earning national recognition for innovation.
- Governance & Assurance: Led full-scale 'as-is' process mapping across 5 assurance functions (Treasury, Risk, Audit and Compliance) to standardize work-practices, resulting in the design of new Anti-Money Laundering (AML)processes, and the drafting of a new Operations Risk Management policy.
Experience
Business Analyst (Retail Manufacturing)Greggs | Newcastle, UK (November 2023 – 2025)
Business Process Automation: Led the selection (from prototyping to tender) and implementation of a SaaS solution to govern the Product Lifecycle Management (PLM) process, streamlining fragmented data and workflows.
Operational Efficiency Gains: The new PLM solution delivered a seamless, event-driven process, which has eliminated manual handoffs, resulting in an efficiency saving of 40 man-hours each week. The new process also delivers real-time activity monitoring, end-to-end visibility, and enables risk assessment and intervention by product and portfolio managers
Systems Integration: Developed end-to-end integration requirements to facilitate seamless data exchange across 3 core systems (ERP (SAP), Food Specifications System (TraceOne), and Supply Chain Compliance system (Authenticate)), reducing multiple data entry into different systems and addressing the data inconsistencies across system databases.
Senior Business Analyst / Team Lead Advantage Alliance Advisory Ltd. | Lagos, Nigeria (2017 – 2023)
Regulatory Compliance and Risk: Led full-scale 'as-is' process mapping across 5 assurance functions (Treasury, Risk Management, Internal Control, Internal Audit and Compliance), reviewing 107 processes and drafting new SOPs for standardization.
Strengthened
Anti-Money Laundering (AML) procedures (facilitating integration of the proprietary AML system with the core banking platform for real-time monitoring and enhanced sanctions screening and enabling sanction list visibility at customer onboarding). Developed and published a new Operational Risk Management policy.
Corporate Restructuring: Designed new 'to-be' processes and documented SOPs for 73 processes across 9 departments for the Lagos State Development and Property Corporation (LSDPC), clarifying cross-functional collaboration under the new corporate structure.
Designed and delivered a new Target Operating Model (TOM) for a law corporation expanding into new markets as part of the overall business architecture blueprint (Lines of Business identification, locations, core processes and channels delivery, corporate structure design, information systems specification, management systems)
Lean Process Redesign: Applied Lean methodology in the redesign of the retail credit process for a microfinance bank, reducing loan decline rates
Process Automation: Designed automation-capable end-to-end processes for Internal Audit & Corporate Credit (in BPMN 2.0), clarifying requirements scope to guide the technology development roadmap
Business Process Redesign (BPR) Team Lead; Munduka Technologies Ltd (2016 - 2017)
Agile Practices Standardisation: Standardized product backlog, sprint backlog and change request procedures (and documentation), bringing clarity and structure to sprint planning and requirements changes. This stabilized the overall project scope as well as the application versions.
Citizen Developer: Built data capture interfaces for a mobile-enabled application, using the BPMS/ workflow engine
Head, Business Process Management (BPM) Programs and Automation; First Bank of Nigeria Ltd. (2012 - 2016)
Tasked with setting up, resourcing, and managing a Business Process Management Centre of Excellence (BPM CoE) to support agile business transformation and strategy-operations alignment
- BPM Centre of Excellence (CoE) Setup: Set-up, resourced and, managed a BPM CoE to support enterprise-wide agile business transformation and strategy-operations alignment.
- Policy & Governance: Standardized SOPs and Policy documents adopted for the organization's ISO 27001 certification. Defined and implemented governance for the end-to-end applications’ development process, standardizing requirements management and documentation.
- Automation at scale: Led the selection and Proof of Concept (POC) deployment of a model-based, low-code Business Process Management Suite (AgilePoint) to accelerate workflow automation and transition to an agile applications development methodology.
- Strategic Alignment: Defined the organization’s Process Architecture (value streams, capabilities, and end-to-end processes) to ensure alignment with strategic goals and drove a continuous improvement strategy through Lean Six Sigma-certified process champions.
- Measurement-based Performance Management: Implemented internal Service Level Agreement (SLA) measurement and reporting, resulting in significant improvements in functional and cross-functional service responsiveness.
- Shared Services Initiative: Project-managed the centralization of administrative and lending functions under a new Central Processing Centre (CPC). This involved defining 'to-be' processes, specifying requirements for automation, testing solutions, and resourcing the new CPC team.
- Process Improvement: Led the review of the Corporate Lending process, resulting in the transfer of the high-volume 'Loans Setup' sub-process to the CPC, standardizing and error-proofing the process. Successfully implemented the centralization of (dispersed) Administrative functions under a new head office structure – led the review and design/ redesign of processes, specification of unit structure and staffing, definition of new policy guidelines
- Prepare and present projects’ business cases to the organization’s Executive Committee.
- Compiled integration transition rules, used transition rules to monitor and drive compliance with agreed transition operations, and ensured no operational losses occurred during the transition to unified operations.
- Oversaw the transition to standardized/ uniform branch operations (work practices, processes and procedures and core systems use)
- Provided support to branch Customer Service Managers on operations and service delivery issues, ensured Branch Coordination visibility of and involvement in: specifications for branch design, process requirements for product rollout and collaboration in product development. Developed new processes to address customers’ service requirements
- Ensured adherence to service delivery standards, monitored and managed the branch and cash centre liquidity (cash) positions, supervised tellers, supervised branch operations, ensured deployment and full use of automation solutions for transactions processing, initiated an in-house training program, developed new KPIs for branch operations performance measurement, and oversaw branch administrative functions
Education
M.Sc. Finance, University of Calabar (2002)
B.Sc. Economics; University of Nigeria, Nsukka (1998)
