PAUL LESIOW

Welcome to my website

BIO

Personal Profile

I am a business architecture, design and analysis leader, with significant experience in driving the design and implementation of complex technology, regulatory, and business improvement programs of work in large financial services organisations.

My current role as Manager Design sees me leading a team of highly-experienced Business Designers (Architects) and Analysts, whilst overseeing the architecture and design across a large ($~60m p.a.) portfolio of programs in an insurance setting.

I am passionate about designing and delivering impactful projects, making it my mission to drive successful and architecturally-sound outcomes for today and the future. I have a large network of relationships spanning a range of technology vendors, and am experienced in overseeing managed services vendors to meet performance and budgetary targets.

MY EXPERIENCE

Background & Expertise

MY SKILLS

PEOPLE LEADERSHIP

Connecting teams to strategies and empowering them with the means to deliver.

Capability development - ensuring that the right skills are at the right place and time to successfully execute.

ARCHITECTURE, DESIGN & DELIVERY

Turning business ideas into reality; from ‘the art of the possible’ through to program strategy and successful initiative delivery.

Inter (and intra)-Portfolio strategy – understanding how to connect business vision to value delivery through effective initiative sequencing and grooming.

STRATEGY AND PLANNING

Consulting with executive leadership in order to support program investment requirements, benefit profiles, and understanding interdependencies.

Identifying operating model ‘hotspots’, and working collaboratively to design and deliver meaningful improvements.

MANAGER BUSINESS DESIGN - TECH & OPS, IAG

November 2023 - Present

MANAGER PORTFOLIO BUSINESS ANALYSIS & DESIGN - TECH & OPS, IAG

August 2021 - October 2023

Technology & Operations and Group Programs.

Lead a team of experienced Business Design (Architecture) and Business Analyst Leads across a large and diverse portfolio of delivery, responsible for managing program design and analysis work and outcomes, plus resourcing and capability management to meet program execution needs.
Work at the ‘top layer’ across all portfolio initiatives to ensure strategic alignment, facilitate business cases, drive program discovery, mobilisation and successful delivery – ensuring ongoing organisational alignment, and appropriate business and technology architecture outcomes.
Ongoing strategic consultancy provided to executive leadership in order to support portfolio investment requirements and benefit profiles, whilst determining interdependencies and business operating model impacts across other planned/in-flight initiatives across IAG.
Drive capability development across design and analysis disciplines, to improve delivery outcomes and drive consistency in team service offering.
Enacting a range of operating model efficiency initiatives collaboratively within the portfolio team – eliminating a number of key tension points such as program triage, scope ambiguity and internal customer knowledge sharing.
Co-owned Business Process Architecture and Capability Models with architectural stakeholders, to ensure ongoing fit for purpose and alignment to organisational objectives.

BUSINESS DESIGN LEAD - PROGRAM DELIVERY (CONTRACT), IAG

January 2019 - July 2021

Contract Role

Provision of business design and architectural consultation to senior leadership on projects, to design strategically 'fit for purpose' solutions during project discovery and delivery.
Mapping of current and future state utilising design thinking, to identify appropriate business options that provide sustainable value creation and adhere to risk appetites.
Facilitation of project and operating model design and discovery across a key regulatory portfolio of work, including future capability mapping and target operating model design.
Project management support of several key initiatives, including technology, people, and data analytics.
Oversight of business process, change management and communication – including process mapping (BPMN), program communication and training.
Provision of ongoing regulatory and contact centre architecture consultancy across IAG outside of core role to senior stakeholders to drive decision making across various programs.

BUSINESS DESIGN LEAD - OPERATING MODEL

July 2016 - January 2019

Technology program management of human telephony ‘switch’ transition to an automated platform, including end-to-end delivery from business case development, through to delivery resource management and change embedment. 250+ FTE headcount reduction.
Business project management across a range of successful initiatives including call recording uplift to 100% of transactions, voice analytics proof of concept and several new contact centre inceptions.
Program management of key internal and external vendor stakeholders to drive successful program design, delivery and change management across complex and interdependent portfolios of work.
Partnering with vendor and architectural resources on multifaceted discovery, solution design and costings to deliver strategically-aligned solutions supporting enablement of a newly established operating model.
Business case development across a range of initiatives, including opportunity summaries, internal/external costs and benefits, funding options and complex business readiness/risk assessments.
Ongoing contribution to the development and refinement strategic technology roadmaps and architecture.

ANALYST - BUSINESS SOLUTIONS

April 2013 - July 2016

Leading business-side architecture, design and project management on key Contact Centre technology initiatives, supporting the successful implementation of new systems and processes to deliver significant customer benefit.
Creation of business cases and financial modeling to support the purchase of new systems and infrastructure.
Managing external vendors to support the development of business cases, contracts, and expense/service management.
Supporting the development and implementation of contact centre technology roadmaps; investigating opportunities and emerging technologies to align design and delivery with business strategy.
Consulting with internal/external stakeholders as a key subject matter and business architecture expert on Contact Centre technology, as part of both initiative implementation and supporting platform optimisation.
Building effective internal IT stakeholder relationships to support initiative implementation and service management.
Provision of analyses and driving remedial initiative delivery to reduce technology-related customer impacts.

ANALYST - BUSINESS IMPROVEMENT, SUNCORP

August 2012 - April 2013

Identification of business improvement opportunities aligned with strategic priorities, driving better outcomes for the business, employees and customers.
Compilation and communication of data, analysis and insights to senior management through reports and presentations to progress findings into tangible business improvements and outcomes.
Facilitation of concept development and solution design acting on improvement opportunities identified.
Creation of complex business case analyses utilising a variety of modeling methodologies.
Working collaboratively with stakeholders to facilitate and influence solution development and ongoing support.
Building relationships with a large, diversified network of stakeholders across the Personal Insurance business to facilitate consistent and consultative development opportunities.
Liaising with external partners to develop complex customer demand profiles, to inform opportunity size and scope.

ANALYST - WORKFORCE PLANNING, SUNCORP

November 2008 - August 2012

Workload forecasting for the Personal Insurance Specialist Brands portfolio including the provision of short and long-term forecasts for budgetary and planning purposes.
Leading a small team of staff providing scheduling and intraday management across numerous complex business units.
Co-designing and implementing workforce management principles and procedures across several business units where no previous capability existed, ensuring fit for purpose and adherence to group enterprise agreements.
Supporting the implementation of key strategic initiatives to drive efficiency across the Specialist Brands contact centres.
Stakeholder management, facilitation of leadership forums, establishing relationships as the ‘face’ of Workforce Planning.
Real-time management and post-analysis of staff performance for leadership teams, providing insights to drive meaningful improvements.
Development of aligned staff metrics providing enhanced benchmarks for management stakeholders.
System administration and build/configuration of the IEX TotalView WFM and Avaya telephony platforms.
Technology support of Avaya telephony platform, including call flow design and complex fault resolution.

Technology & Operations and Group Programs.

Lead the Business Design (Architecture) team working across a large portfolio ($60m+ p.a. investment) of group-level technology programs.
Orchestrated design and execution across a range of large portfolio programs; including program strategy formation, design, ‘do-ability’, and successful delivery consultancy across complex insurance technology initiatives – including significant elements of cloud-based delivery.
Acted as the facilitator of the business and technology architecture interface during the design and delivery of key technology platform initiatives; translating business needs and operating models to technology capability uplift and platform requirements.
Successfully built cross-program architecture, strategy and delivery dependency views across internal and broader organisational portfolios, reducing IAG’s overall project spend by enabling leverage and re-use of common delivery and technology elements via improved alignment.
Supported all portfolio programs by driving outward strategic communications and messaging for Senior Executives, including building Steering Committee materials, GE/CEO papers, and organisational views of change and program capability uplift.
Uplifted capability maturity across the business design/architecture team, whilst building a culture of collaboration and constructive challenge that has contributed to demonstrably improving team performance.

SUCCESS STORIES

FY23 Portfolio Execution Strategy

Facilitated portfolio-level business design and analysis to drive strategic alignment, sequencing, and value delivery outcomes across several trading divisions for FY23 across IAG’s Claims and Supply Chain functions.

Regulatory Program Design and Delivery

Business design and architecture across a significant portfolio of insurance regulatory programs, including Claims Handling, RG271 (Complaints Management), First-Line Risk transformation and regulatory data feeds.

'Greenfield' Contact Centre and Flexible Workforce Program

Project management of a workforce transformation program covering telephony, workforce management, flexible working and call recording for a business unit of 700+ staff with no previous capability. Project costs of $2m and benefits of $10m.

Business units comprised of Long Tail Claims type businesses, including Workers Compensation, CTP and Liability. Significant exposure gained to regulatory requirements and business processes.

Contact Centre Closure

Technology program management transitioning customer-facing telephone ‘switch’ to an automated IVR platform, with project costs of $4m and a benefit profile of $20m over 5 years. Included end-to-end delivery from business case development to embedment.

Business units involved in the program were mass consumer distribution and claims.

COVID-19 Flexible Working Solution

Rapid technology project delivery & embedment of more than 1,800 customer-facing colleagues transitioning from office-based to work from home solution as part of COVID-19 response. Enabled staff to successfully use systems and take customer calls from home in the space of 4 weeks.

Technology Roadmap Implementation

Designed and executed a contact centre technology roadmap, including roll out of virtual queueing saving hundreds of thousands' worth of customer hold time, 100% call recording reducing regulatory risk, and web-based customer callback.

Complex Migration

Migrated a large user base of ~500 staff from a legacy core telephony platform to new instance, enabling multi-skilling to improve customer serviceability and reduce headcount. Project costs of $2m and benefit of $10m over 5 years.

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