Sophia Romans CV

17 Maythorn Gardens, Codsall, Wolverhampton WV8 1GQ
Tel/Fax: 01902 261415, Mob: 07841 633276
Email: sophiaromans@yahoo.com
Sophia Romans – Curriculum Vitae
DOB: 23-01-84
Driving Licence: Full with Pass Plus –access to own car
Summary
Thriving on business challenges and obstacles is my forte. I am a talented and highly motivated
individual who possesses business acumen, professional ability and educational insight. With these
qualities I excel in the workplace with an ability to be flexible, adaptable, thorough and not afraid of
obstacles which may be faced.
Key Skills
o Change Management
o Business Analysis Qualified
o Software Testing Qualified
o Stakeholder Engagement
o Project Management
o Prince2 Qualified
o ITIL Qualified
o People Management
Education
ISEB Foundation in Software Testing
QA Ltd
Certified by British Computer Society
November 2010
Prince2 Foundation
The Knowledge Academy
Certified by OGC
November 2010
ITIL v3 Foundation
Parity Training
May 2009
MSc, Strategic IT Management
The University of Wolverhampton
2007 – 2008
ISEB in Business Analysis Essentials
Training Provider: AssistKD
May 2008
BSc (Hons), Computer Science (2:1)
2002 – 2006
Graduate Professional Development Award
June 2006
Employment
Lead Business Analyst at HSBC
April 2015 – Present
 Working on the Earth and Moon (E&M) Regulatory Programme. This is concerned with the
creation of the Ring-Fenced Bank in the UK.
 I have worked on Insurance, Commercial Mortgages and Secured Lending for E&M and also
Project Peach.
 Project Peach
 Fundamental in producing a business requirements document detailing the requirements
needed to support colleagues who are impacted by the move. This included people, process,
and organisational needs.

Tel/Fax: 01902 261415, Mob: 07841 633276
 In addition to this I was also involved in the build and design of the internal website which
provided internal information for impacted colleagues and points of contact,as well askeeping
them up to date with latest news items.
 Created the Operating Model for this siteto demonstrate how the site would operate and be
managed going forward
 Worked and liaised with external vendors and business partners to create an extranet site
dedicated to providing information to colleagues about Birmingham Life. This site includes
information around Lifestyle, Education, Housing and Health.
 Develop User Acceptance Test strategies and plans and support customer sign-off for the
deliverable ensuring product is fit for purpose. It was important that collaboration was kept
between HSBC and external vendors.
 Accountable for the analysis and leading the definition of this approach
 Engagement of senior business stakeholders across global business lines and functions to
develop business requirements and the change and implementation approach and shape
decisions. Key stakeholders included; Risk, Finance, HR, Communications, Corporate Real
Estate, Executive Leaders and the wider programme.
 E&M
 Excellent interpersonal skills and business/technology knowledge in order to develop an
effective working relationship with the business and IT
 Responsible for analysing, validating, documenting and prioritising business and system
requirements usingappropriatetechniques.Tools such asVisio wereused to critically evaluate
information gathered from multiple sources, reconcile conflicts, decompose high-level
information into details and distinguish user requests from the underlying true needs.
 Also worked with other technology tools such as Clarity, SharePoint and various Office
Packages
 Excellent understandingof the project lifecycle workingwith both the traditional softwarelife
cycle and agile methodology
 Project management skills applied included management of time, cost, risks and issues.
 Extensive travel as required to hold meetings and meet stakeholders
 A constant reviewer of what processes are currently in place, looking for ways things can be
done better and the mechanism to successfully implement that change
 Excellent written and spoken communication skills having the ability to communicate with
impact, ensuringcomplex information is a articulated in a meaningful way to wide and varied
audiences
 Worked with 3rd party insurance providers to collate business requirements
 Involved in resolving defects for the Insurance business
 Project managed each 3rd party change end to end managingand resolvingissues as required
Lead Business Analyst at Lloyds Banking Group
May 2014 – October 2014
 Workingwithin Retail on the Consumer Credit Reform (CCR)/CCA Project to ensure that Retail
Business Banking (RBB) meets the new FCA rules for lending from the CONC handbook. This
was a Regulatory Risk Change project.
 Key business areas worked with includes Credit Risk, Credit Decisioning, Compliance, Sales
Process (Loans, Overdrafts and Credit Cards), Introducers and Intermediaries, Legal,
Commercial, Retail, Collections and Recoveries and Retail Business Banking.
 Management of stakeholders to gather requirements and meticulously go through CONC rules
to identify whether RBB comply and where they do not looking at how they can meet those
requirements.
 Production of a Gap Analysis spreadsheet looking across 8 lending sales processes and
identifyingspecifically which processes areaffected and where in those processes a changeis
required.

Tel/Fax: 01902 261415, Mob: 07841 633276
 Where changes were required I ensured that the business was ready to receive those changes
by ensuring that there were necessary communications to the business and that where
required their systems were updated in need with the requirement.
 Coordination of meetings to go through analysis and decide next steps and actions.
 In addition I also produced Training and Comms material for a wider Retail perspective.
 Coordinated the production of online training materials and updates to procedures online.
 Worked with stakeholders to build a Discover Learning pack (Training course) from a retired
course,managed changes and reviews of thatmaterial before itwas passed to thedesign team
to build.
 Fundamental in the coordination of meetings to walk through amends and case studies in
order to ensure that the training was fit for purpose.
 Updated Retail procedures (Branch Colleagues) and Fountain (Telephony Colleagues) to
ensure that these were in linewith changes made for CCR for Retail wide. These had to reflect
changes made to Your Finances to capture new requirements around affordability and
sustainability of new lending.
 Worked closely with the project team attending daily meetings and providing updates
including any risks and issues encountered.
 Also produced MI requests to measure the outcome of training and its success.
Senior Business Analyst at Lloyds Banking Group
September 2013 – May 2014
 Working within Retail for the E2E Simplification Project to implement a new workflow tool
called PEGA for the Birmingham Midshires Mortgage brand. I was involved from inception
through to postimplementation of this project providingsupportto colleagues to ensure that
they were up and running and helping overcoming any issues encountered.
 This tool would manage all post,email and faxes cominginto the bank and transform the way
colleagues receive and fulfil work. This was across Mortgage Processing, Servicing and
Telephony.
 In addition this tool would also improve the customer process. This is due to one of the key
issues it would mitigate which were delays when customer post or emails were sent to the
processing centre. It would take additional time before an operative were to manage that
piece of post and therefore causedelays.This tool would improve this due to the factas soon
as postwas received within 24 hours it would be on the system for staff to manage and fulfil.
 Worked with a wide range of stakeholders including those very senior to ascertain
requirements for the project understandingwhat is in and out of scope; running1-1 meetings
and workshops to gather those requirements.
 Fundamental in mapping As Is and To Be processes; documenting functional and non-
functional requirements.
 Worked closely with IT to deliver requirements for the new PEGA system and instrumental in
decision making for this tool.
 Creation of test planning and scripts ensuring all are executed and that the business fully
involved. Test scripts were executed using HP Quality Centre.
 Created the configuration file for PEGA, which had all the rules, and date items needed to
make it work successfully for the business.
 Managed and fixed defects found in the system, which required business input.
 Worked closely with Release Managers to retest and fix defects found in order to enable
successful implementation.

Tel/Fax: 01902 261415, Mob: 07841 633276
 Involved in the creation of business readinessplans ensuringthatcolleagues systems were up
to date with the correct software in order for PEGA to be successfully ran on their machines.
Also ensured that the success of this was managed and thatmetrics were collected to manage
this.
 Also in order to ensure the business was ready to receive this new tool there were numerous
trainingsessionsheld and supportputin placefor postimplementation. This included training
guides, which I was instrumental in producingto ensure that colleagues had material to refer
to in order to overcome any issues.
 Ensured that risks and issues were monitored and handled correctly.
 Creation of a new Work in Progress MI spreadsheet which showed work in progress,volumes
and SLAs.
 Also engaged with external team such as Fraud, Legal, Underwriting, BDMs and teams which
were on other sites also implementing PEGA.
 Instrumental in daily support for teams in regards to questions and how the system works.
Senior Business Analyst Consultant/Business Change Manager at Lloyds Banking Group
February 2013 – August 2013
 Working within the Commercial Banking Division on the Insistent Switcher Project for Verde
 Ensured that risks and issues were raised and handled accordingly.
 Gathered requirements for this Stay/Go process – Customers going to TSB or staying with
Lloyds Bank using tools such as Microsoft Visio and User Stories.
 Ensured thatthe customer journey was seamless fromthe pointof makingthe decision to stay
with the bank through to opening new accounts and receiving collateral.
 Management of stakeholders ensuring that their requirements were satisfied. This included
Finance, Legal, Risk, Products, IT, Telephone, Internet Banking, Credit Cards and Operations
 Process design workshops held with stakeholders to ensure that their requirements were met
 Ensured that the end to end process satisfied audit requirements
 Setting up of a new business function – the Customer Recruitment Centre team in Edinburgh
to handle customers going through the process – outbound call centre
 Produced a manual guide for the end-to-end process to show how each team is involved in
this process.This also included procedures and process maps to explain howeach area should
carry out their task.
 Ensured that the business was ready for implementation by preparing a readiness plan. This
included ensuring that they had material and support so that this could be executed
seamlessly.
 Management of Operational teams fulfillingdifferentparts of the process.These teams were
based in four different UK locations – 3 of those based in Scotland
 Teams were as follows:
o The Insistent Switcher Team based in Sheldon to move periodic payments for
customers wishing to stay. This included using the banks back office system, PBS to
move Direct Debits, Standing Orders, Interests and Charges, Earmarks, Indicators,
EFGs, LOLI, Funding and Creaming of Funds
o Commercial Banking Operations Team to move lending; loans and overdrafts
o Case Handlers and Customer Recruitment Centre Teams to open new accounts on
the relevant sort code.
 Managed workload,progress,issues and escalationsto ensure that tight timescales were met
and that work was planned and prioritised as necessary.
 Also engaged with the Front Line Managers and Relationship Managers to process to contact
customers where necessary and provide further information
 Customers who wished to make a request to go to TSB had to satisfy certain criteria and had
to go through a committee which I managed
 Managed impacts of customers makingcertain decisions.For exampleStay request customers
had to apply for a new replacement card
 Involvement in the production and reviewing of test scripts for process

Tel/Fax: 01902 261415, Mob: 07841 633276
 Had to handle complex data for Stay and Go customers
 Instrumental in daily support calls for operational areas ensuring that customers were being
processed correctly and any issues were handled
 Extensive UK wide travel to engage with the business
Finance UAM Lead Consultant at Lloyds Banking Group
October 2012 – December 2012
 Support User Access Management (UAM) activities on behalf of Finance to ensure Verde
colleagues are able to access the tools and applications they need to carry out their roles
 Communicate the UAM plan to ensure Finance stakeholders are briefed on forthcoming
milestones and the required actions, hosting workshops and any follow- up sessions as
appropriate
 Assist in the production of key documentation to capture Finance UAM requirements using
techniques such as UML and Process Design Techniques
 Covering areas including Products Commercial, Savings, Products Analytics, Products
Mortgages, Products Business Intelligence and Products Cards
 In consultation with the Business producean inventory of all Verde Financeapplications with
a brief synopsis of each
 Provide on-going management of the Finance inventory, adding new updates as business
requirements are identified, document the purpose of each application, sense check
templates for incorrect use of business terminology, capture user volumes and map
applications to processes
 Analyse the outcomes from the UAM Data Gather exercise and consolidatethese findings to
produce a baseline set of UAM requirements on behalf of Finance, including details of
applications, as-is drive mappings and 3rd Party access needs
 Raise Verde Finance UAM Change Requests when necessary
 Provide QA support to the UAM requirements gathering process, reviewing returns and
providing feedback on queries
 Review the FinanceUAM Master Listwith Group IT to establish and agreeCentral UAM scope
identifying the application owner where this is not Group IT
 Develop an approach and supporting plan to identify owners who will assist with the
provisioning of business owned applications
 Impact assess BAU resourcinglevels to understand what capability exists within the Business
to provideLBG Log-on access for Verde new starters in accordancewith the agreed FTE Ramp-
up Plan
 Work with the FinanceBusiness Partners to understand the as-is user access requestprocess
attending Working Group sessions and meetings where necessary
 Lead on the Role Profile definition design phase; obtain and review existing role profiles to
establish which access permissions/user groups/security controls are appropriate for Verde
Finance colleagues
 Liaisewith the Business to organisethe FinanceOD into logical UAMgroupings, mapping LBG
role profiles for each user to a Verde equivalent role indicatingwhere shared profiles/access
permissions are appropriate
 Review existing user access set-up within Retain-co to establish UAM requirements for
colleagues providing contractual Support under a TSA arrangement
 Act as a Finance UAM Liaison Lead for the Joiners, Movers, Leavers process to enabl e HR to
keep track of employee movements
 Contribute to the Verde Finance UAM Planning Process identifying risks and issues as
appropriate

Tel/Fax: 01902 261415, Mob: 07841 633276
 Work with Central UAM to ensure the provisioning of requested applications (including the
standard build) is achieved for all Verde Finance users within the agreed timeframes
 Help co-ordinate the provisioning of all Group IT and business owned applications for Verde
Finance colleagues ensuring progress is tracking in accordance with Plan
Lead Business Analyst at Deutsche Investment Bank Operations International
April 2012 – August 2012
 Worked for the Global Business Services Control The Bank (CTB) Control team (Operations)
 Worked on initiatives, through the provision of business analysis capabilities, to ensure
adequate control and risk management measures are implemented across GBS globally
 Worked on multipleprojects in a timely manner ensuringcorrectprioritisation of work so that
deadlines can be met
 Ensured risks were identified, assessed and managed correctly
 Gathered business requirements, defining and articulating solutions to the stakeholders
 Used tools such as UML to show processes within the system and clearly showhow different
parts of the system interact with each other
 Proactive and seeking to learn from multiple areas and contacts, due to the cross-functions
service that GBS Control provides.
 Project Management based responsibilities included providing estimates for timescales,
managing them and ensuring key milestones were met to aid effective planning
 Defined and wrote Business Requirements Documents in linewith Bank standards to be used
by the technology teams in creating Technical and Functional Specifications
 A liaison point between the business areas, IT support and Programme Manager.
 Responsible for organising Business user/stakeholder meetings, and confidently discussing
requirements, solutions, and articulating points / debating problems or issues.
 Highlighted and tracked issues and risks and liaising with owners to ensure timely resolution
and escalation.
 Cross-Product role, therefore engaged with personnel across GBS Operations, IT and
Compliance.
 Liaised with all test leads and analysts within DBOI UK and offshore.
 Flexible and adaptable with the ability to multi-task within a dynamic environment.
 Documented process workflows, results of business analysis, and obtaining sign-off on the
specifications, from the stakeholders.
 Confidently and clearly communicated with project team members, business stakeholders,
technology and senior management.
 Excellent written and spoken communication, across all levels within the business.
 Proven problem solving skills with attention to detail and the ability to understand new
concepts, and ideas.
 Possesses a high degree of drive and determination and deliver to deadlines.
 End to end experience of the project lifecycle.
 Results orientated, with proven experience of interacting directly with the end user.
 Sound Microsoft desktop skills, particularly PowerPoint, Excel, Word and Project.
Business Systems Analyst at Citi Bank
July 2011 – October 2011
 Working on the SWAN Business Migration Project which is concerned with the migration of
the Egg Card Book over to Barclays on the 4th November
 Requirements gatheringand ensuringrequirements traceability throughoutthelifecycleof the
project and making sure that requirements are being delivered to cost and within desired
timescales
 Used tools such as UML and process design techniques such as Data Flow Diagrams and Use
Cases to ensure that requirements were represented and understood clearly by the business
 Project specifically based around the Call Centre and the Web – focusingon what call centre
processes and web systems are needed to support migration

Tel/Fax: 01902 261415, Mob: 07841 633276
 Workshop Facilitation and Stakeholder Management
 High level analysis of migration impacts on different areas of the business analysing whether
the removal of the Egg card book would have a negative effect on systems
 Dealing with stakeholders and ensuring that their requirements are met within the project
 Liaising with Quality Assurance to produce test plans and test cases
 End to End Project Lifecycle
 Liaising with technical teams and vendors
 Work closely with Project Manager to define what is involved in projects and ensure that the
scope is clear
 Facilitated the production of technical documents to ensure that the business requirements
are satisfied within them
 The identification of risksand issues areescalated correctly and theprojectteam is well aware
should they arrive so that they can be mitigated or handled correctly
 Weekly reports given to project team on a weekly basis
Lead Business Analyst at Lloyds Banking Group (LBG)
January 2011 – July 2011
 Working on the Genesis Project in the International Retail Bank division managing multiple
projects around business change and migration
 Requirements gathering and ensuringrequirements traceability throughoutthelifecycleof the
project
 Facilitation of workshops between the business and technical teams
 Techniques used to gather requirements includeSWOT Analysis,Stakeholder Workshops and
MoSCoW, UML and Process Design Tools
 Dealing with stakeholders and ensuring that their requirements are met within the project
 Production of test plans and testcases and execution of test scripts,loggingdefects and defect
management
 Proficient with HP Quality Centre
 Following the project lifecycle from start to finish
 Liaising with technical teams and vendors
 Work closely with Project Manager to define what is involved in projects and ensure that the
scope is clear
 Facilitated the production of technical documents to ensure that the business requirements
are satisfied within them
 Heavily involved in facilitatingchangerequests and ensuringthat the business documents this
and that it is followed through the full lifecycle
 The identification of risksand issues areescalated correctly and theprojectteam is well aware
should they arrive so that they can be mitigated or handled correctly
 Weekly reports given to project team on a weekly basis
Lead Business Analyst at Cooperative Finance Services (CFS)
June 2010 – December 2010
 Working on the Legacy Risk Programme based onsite in CFS Plymouth
 Business change projects include Virtualisation, Imaging System and Patch Management to
reduce identified risks experienced in relation to disaster recovery and resilience
 Identification and management of key risks within the business so that these could be
assessed, handled and mitigated as appropriate
 Identification of current processes using visual tools such as Visio and how these can be
improved also UML and process design tools
 Creating User Acceptance Testing (UAT) plans and scripts and coordinating testing with the
business
 Focussing on key mortgage and business applications used within the business
 Techniques used to gather requirements includeSWOT Analysis,Stakeholder Workshops and
MoSCoW

Tel/Fax: 01902 261415, Mob: 07841 633276
 Production of Project Definition Documents, Business Requirements and assisting with Test
Plans
 Liaising with other Cooperative Finance sites Manchester and Leek
 Liaising with external vendors and managing stakeholder relationships
 Strong communicator with the Programme Board which includes ProgrammeDirector and key
stakeholders
 Coaching,mentoring and leadingBA’s to perform their role in a consistentway and providing
guidance on techniques and tools to perform their roles
Senior Business Analyst at AdminRe UK
November 2008 – June 2010
 Influential Lead Business Analyst within the Service Delivery function managing projects
throughout the full software development life cycle
 Main contact for the management of changes and enhancements to live
 Managed various business change and transformation projects
 Responsible for gathering, scoping and defining functional and non-functional requirements
and the business case for why projects should go ahead
 Techniques used to gather requirements from stakeholders include but not limited to
workshops,interviews,meetings, usecases and SWOTanalysis which areUMLtechniques and
also process design techniques
 Business process re-engineering and looking into ways these can be improved
 Experienced in producingtest plans and executing over several financial platforms,delivered
to time, cost and quality ensuring that the business needs and priorities are met
 Creation of UAT plans and scripts and working with the business to coordinate, execute and
ensure that this covers their requirements
 Reviewer of Technical documentation and influencer on whether the content is adequate,
accurately described and realistically scoped and monitoring daily progress of work with the
technical implementers
 Responsiblefor assigning,allocatingand managingwork given to technical teams on a weekly
basis for individual projects
 Proficient in delivering written and verbal presentations to Senior Management and the
Business
 Liaising with internal customers/stakeholders and external vendors
 Also managed off shore teams for various projects within the business which were bas ed in
Chennai in India
 Identified gaps within the business where processes could be improved to enhance the way
change happens
 Instrumental in the production of Requests for Change (RFC’s) ensuring that all risks have
appropriatemitigation actions and that the change is inline with the business request. These
RFC’s will beproduced once the testing part of the lifecycleis completeand a project is ready
for an implementation date.
 Ensure thatthe business isready for thechangeand that any pre-requisites arefulfilled before
a change is planned for implementation. This includes communication to the business and
senior managers,testing of that change and outliningof key benefits so that all areawareand
ready to accept that change.
 Experienced in using Visio for creating UML diagrams and Microsoft Office for reports and
presentations. I also use Requisoft for raising and managing purchase requests
 Microsoft Project also used as a tool to ensure that the projects are correctly controlled,
planned and that all milestones are planned for efficiently by the use of Gantt Charts.
 Functional in created change requests when needed for the business
 Strong negotiator and influencer to the Change Advisory Board (CAB) on making decisions on
whether a change is normal, standard or an emergency
 Chair of weekly service delivery meetings for monitoring all projects
 Negotiator with external vendors and a key decision maker of budget and costs for projects

Tel/Fax: 01902 261415, Mob: 07841 633276
 Implementing and managing a weekly report detailing current projects, time spent and
whether they are on schedule meeting set targets for the week. These are detailed in a Red,
Amber, Green (RAG) status.
 Confident at challengingbusinessdecisions which may not be inline with their requirements ,
providing a distinction between needs and wants and making recommendations for
alternative solutions if necessary
 Organisingand/or carrying out thorough end to end user acceptance testing before a release
 Weekly nationwide travel to other work locations
IT Solutions Analyst/IT Manager at Waterstone’s
August 2008 – November 2008
 Lead solutions analyst solely responsible for supporting the financial division of the business
through IT solutions
 Engaging third party suppliers to meet business needs; negotiating and i nfluencing decisions
inline with business requests.
 ProficientAS400 knowledge used for supportingthe business with issues atthe head officeas
well as practical help for book stores with issues experienced using this system.
 Experience in using Microsoft Office packages such as Project, Access and Word to produce
reports and analyse data
 Thorough screening of third party vendor quotations ensuring that costs of inline with the
business budget and that the scopeis inlinewith what the business desire.Thus ensuringthat
work is carried out to the business needs.
 User Acceptance Testing (UAT) ensuringthat the correct results havebeen delivered to meet
the request of the business.
 Key IT manager at the Book Hub which is the central Waterstone’s storage centre for
merchandise. Here I was focussed on feeding back to the business how well IT was working,
providingsupportto the hub and liaisingwith thebusiness to overcome problems which might
not be able to be resolved onsite.
Business Systems Analyst at Capital One
February 2008 – July 2008
 Project work delivery
 Produce appropriate functional and non-functional requirements in planning phase
 Develop understanding of project context, drivers, needs and processes by the use of
requirements capturing techniques including workshops and interviews
 Support project team in the delivery of projects
 Participate in post project review
 Interact with stakeholders, vendors and external clients
 Interpret the needs of the customer/stakeholder
 Translate so they can be understood by IT and the Business
 Conduit between Business and IT
 Follow through the entire development lifecycle.
 Directly interact with Architects and Designers for High Level Design.
 Create Business and Systems Requirements documents
 Perform on Project Charters
 Review FeasibleSolutions Assessments,Design Documents (High Level and Test Design), Test
Plans and Test Cases
 Trace requirements at every stage in the software development life cycle
 Ensure Visa/MasterCard/FSA Compliance
 Maintain compliance with BSA team controls & governance initiatives, contribute to wider
team
 Managing the business continuity process for IT
Test Analyst at HBOS

Tel/Fax: 01902 261415, Mob: 07841 633276
January 2007 – February 2008
 Proficient use of Test Director to test mortgage systems, letters and B2B applications
 Managing and empowering test teams
 Identifying requirements in order to write test conditions and plans
 Testing of application interfaces
 Experience in system, functional, non functional, UAT and regression testing
 Experience of the complete software development lifecycleand usingmethodologies such as
RAD, waterfall and the V-Model.
 Execution of test scripts and logging defects
 Support Analyst experience with Central Test Team at Head Office gaining experience of the
theoretical aspects of testing and improving the knowledge base website
 Delivered test training courses to co-workers
KTP Associate at The University of Wolverhampton/AE Hawkins
June 2006 – December 2006
 IT manager of infrastructure at haulage company
 Implemented Smart Card Technology
 Keep IT infrastructure inline with current IT developments
 Performed job interviews
 Trained and empowered staff in the use of IT systems
 Directly supported and worked with Managing Director
 Presented reports to the ManagingDirector and advisory board attheUniversity on a monthly
basis.
IT Support at The University of Wolverhampton
September 2005 – June 2006
 Supported staff and students with the use of specialist university software, office packages
and with any other issues they had with the use of computers
 Maintained printers, photocopiers and scanners
Visual Basic 6.0 Developer at Misys Financial Systems Ltd
July 2004 – September 2005
 Industrial placement year at university
 Learned how to program in Visual Basic 6.0 here
 Developed commercial lines software which is back office software used by financial
institutions
 Became involved in offering2nd linesupportand developingstand alonesoftwareapplications
for brokers and insurers
 Created business specificationswhich detailed the purpose and functionality of applications
Call Centre Advisor at Birmingham Midshires
June 2003 – September 2003
 Advised customers about the progress of their loan applications
 Ensured that there enquiry was dealt with promptly
 Maintained a high level of customer service at all times
References
Available upon request

Sophia Romans CV

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