Dear Hiring Manager,
Most process problems are not technology problems wearing a disguise, they are unclear requirements and a step nobody questioned, and untangling that is my craft. At Camberley Insurance I mapped a claims process everyone called slow and found the real bottleneck was a manual approval that added nothing. Turning messy operations into clear, improvable processes is the work I would bring to your team.
A business analyst sits between the people who have the problem and the people who can fix it, and translation is the whole job. I draw out requirements that capture what stakeholders actually need rather than what they first ask for, I map current processes honestly so the waste is visible, and I write specifications clear enough that delivery teams build the right thing the first time. I keep the business case and the measurable outcome in view throughout.
At Camberley Insurance I analysed the end to end claims handling process after complaints about slow turnaround. By mapping it step by step and challenging each handoff with the teams involved, I identified a redundant approval and two duplicated data entry steps. Removing them cut average claim processing time by 31 percent and saved an estimated 90 hours of staff time a month, with no extra headcount.
Your advert mentions improving operational efficiency across several teams, which is exactly the kind of analysis I enjoy. I would welcome a conversation about how I would approach mapping and prioritising the biggest opportunities. Are you open to a short call?
Yours sincerely, Rosa Delgado