Case studies

Evidence over anecdote

Anonymised examples of business analysis, workflow improvement and digital-service discovery across healthcare, government, financial services, insurance, logistics and technology.

Discuss your challenge

Important notice

Some examples reflect professional assignments completed by ATJ's founder before or alongside the establishment of ATJ Consultancy. Client details have been anonymised where required.

Outcomes are described qualitatively. Percentage or numerical results are published only once they have been reviewed and approved by the organisation concerned.

Technology · HR operations

HR onboarding and ServiceNow workflow improvement

Challenge

New-starter onboarding relied on email chains, spreadsheets and manual task allocation, causing inconsistent experiences and missed pre-start activities.

Context

A multi-site organisation onboarding staff across several business units, with HR, IT and facilities each running separate task lists.

Ayobola's role

Senior Business Analyst — leading discovery, process mapping, requirements definition and support through build and testing.

Approach

• Interviews and workshops with HR, IT, facilities and line managers
• End-to-end current-state mapping of the onboarding journey
• Identification of hand-off delays, duplication and unclear ownership
• Target-state workflow design in ServiceNow with defined task ownership
• User stories, acceptance criteria and support through UAT

Deliverables

• Current- and target-state process maps
• Requirements documentation and user-story backlog
• ServiceNow workflow design and task ownership model
• Test scenarios and UAT support
• Guidance material for HR and line managers

Outcome

• A single, consistent onboarding workflow across departments
• Clear task ownership and automated hand-offs replacing email chasing
• Improved visibility of onboarding status for managers and HR

Methods and tools

Business analysis
Process mapping
Agile delivery
ServiceNow
User stories
UAT

Organisation details have been anonymised. Figures and outcomes are described qualitatively unless specific results have been reviewed and approved for publication.

Financial services

CRM-enabled customer processing improvement

Challenge

Customer case processing was split across a legacy system, shared inboxes and local spreadsheets, making workload and status difficult to track.

Context

An operations team handling a high volume of customer requests with varied handling routes and no single source of truth.

Ayobola's role

Business Analyst and product-side lead — requirements, process design and coordination with the CRM implementation team.

Approach

• Volume and demand analysis across request types
• Current-state mapping and root-cause analysis of rework
• Definition of a standard case lifecycle and status model
• Salesforce requirements, configuration input and data-migration mapping
• Cutover planning and post-go-live support

Deliverables

• Case lifecycle and status model
• Functional requirements and user stories
• Data-migration mapping and quality rules
• Reporting and MI requirements
• Training and adoption materials

Outcome

• Requests handled through one tracked workflow rather than shared inboxes
• Reduced rework from clearer ownership and defined statuses
• Management reporting available directly from the CRM

Methods and tools

Business analysis
Salesforce
Process optimisation
Data mapping
Agile
MI reporting

Organisation details have been anonymised. Figures and outcomes are described qualitatively unless specific results have been reviewed and approved for publication.

Central government

Public-sector digital-service discovery and GDS alignment

Challenge

A public-facing service needed evidence of user needs and viable options before committing to build, with an upcoming service assessment.

Context

A cross-functional team including policy, operations, service design and delivery, working to the GDS Service Standard.

Ayobola's role

Senior Business Analyst — leading business analysis within a discovery and alpha team.

Approach

• Stakeholder mapping and engagement across policy and operations
• User-need capture alongside user researchers
• As-is service and process mapping
• Options analysis with cost, risk and feasibility considerations
• Assessment-ready evidence and documentation

Deliverables

• Discovery report and problem statement
• Service and process maps
• Options analysis with recommendation
• Requirements and prioritised backlog
• Service-assessment evidence pack

Outcome

• A clear, evidenced recommendation for the next delivery phase
• Shared understanding of user needs across policy and delivery
• Documentation aligned to the GDS Service Standard

Methods and tools

Discovery
GDS Service Standard
Service mapping
Options analysis
Agile
Stakeholder engagement

Organisation details have been anonymised. Figures and outcomes are described qualitatively unless specific results have been reviewed and approved for publication. No endorsement by any government body is implied.

Insurance

Insurance customer onboarding improvement

Challenge

Onboarding new policyholders involved repeated data entry across systems, manual document checks and inconsistent turnaround times.

Context

A regulated onboarding process with compliance checks, document handling and multiple internal approvals.

Ayobola's role

Business Analyst — process analysis, requirements and support for automation and control design.

Approach

• Detailed process walkthroughs with underwriting and operations
• Bottleneck and hand-off analysis across the onboarding journey
• Data-quality review of information captured at each step
• Design of a streamlined target-state process with controls retained
• Definition of automation candidates and human checkpoints

Deliverables

• Current- and target-state process maps
• Root-cause and bottleneck analysis
• Requirements for system and workflow changes
• Control and compliance checkpoint mapping
• Standard operating procedures

Outcome

• Fewer duplicate data-entry steps across systems
• More consistent onboarding turnaround and clearer accountability
• Compliance checks preserved within a simplified flow

Methods and tools

Process optimisation
Requirements management
Workflow automation
Data quality
Waterfall and Agile

Organisation details have been anonymised. Figures and outcomes are described qualitatively unless specific results have been reviewed and approved for publication.

Logistics · Field services

Field-service scheduling and process optimisation

Challenge

Engineer scheduling depended on individual knowledge and manual planning, making it hard to respond to changes or measure performance.

Context

A dispatch and field-operations team coordinating engineers across regions with varying job types and SLAs.

Ayobola's role

Business Analyst — discovery, process optimisation and requirements for scheduling and reporting improvements.

Approach

• Shadowing dispatchers and engineers to capture the real process
• Mapping the job lifecycle from request to completion
• Analysis of scheduling constraints, skills and travel factors
• Requirements for scheduling support and mobile job updates
• Definition of performance measures and reporting needs

Deliverables

• Job-lifecycle process map
• Scheduling rules and constraint documentation
• Functional requirements and user stories
• Performance measurement and reporting framework
• Adoption and training guidance

Outcome

• Scheduling decisions supported by documented rules rather than individual knowledge
• Better visibility of job status for dispatch and customers
• A measurable baseline for ongoing improvement

Methods and tools

Process optimisation
Business analysis
Requirements management
Reporting and MI
Agile

Organisation details have been anonymised. Figures and outcomes are described qualitatively unless specific results have been reviewed and approved for publication.

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