Robert Chapman

More about me

Email: robertchapman02@gmail.com

Phone: (+44) 7857 288699

Business Solutions: Improve With Robert

Hello, I'm Robert Chapman

Business Improvement &
Transformation Consultant

With over a decade of experience, I specialize in helping businesses achieve process excellence, continuous improvement, and successful transformations. Throughout my career, I’ve partnered with organizations across industries to streamline operations, boost efficiency, and deliver measurable results.

I invite you to explore my site to learn more about my expertise, the projects I’ve led, and the meaningful impact I’ve created for my clients. Whether you’re looking to optimize processes, enhance performance, or drive transformational change, I’m here to support you in achieving your business goals.

Let’s start your improvement journey today!

Robert Chapman

More about me

Send Email

(+44) 7857 288699 or

(+44) 7624 292223

Business Solutions: Improve With Robert

Hello, I'm Robert Chapman

Business Improvement &
Transformation Consultant

With over a decade of experience, I specialize in helping businesses achieve process excellence, continuous improvement, and successful transformations. Throughout my career, I’ve partnered with organizations across industries to streamline operations, boost efficiency, and deliver measurable results.

I invite you to explore my site to learn more about my expertise, the projects I’ve led, and the meaningful impact I’ve created for my clients. Whether you’re looking to optimize processes, enhance performance, or drive transformational change, I’m here to support you in achieving your business goals.

Let’s start your improvement journey today!

Hello, I'm Robert Chapman

Robert Chapman

More about me

Business Improvement &
Transformation Consultant

Send Email

(+44) 7857 288699 or

(+44) 7624 292223

Business Solutions: Improve With Robert

With over a decade of experience, I specialize in helping businesses achieve process excellence, continuous improvement, and successful transformations. Throughout my career, I’ve partnered with organizations across industries to streamline operations, boost efficiency, and deliver measurable results.

I invite you to explore my site to learn more about my expertise, the projects I’ve led, and the meaningful impact I’ve created for my clients. Whether you’re looking to optimize processes, enhance performance, or drive transformational change, I’m here to support you in achieving your business goals.

Let’s start your improvement journey today!

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At a glance

Key achievements

As a Business Improvement & Transformation Consultant for over a decade now, I have racked up a range of project and programme wins, delivered more efficient and effective processes, and have improved the operational and organizational excellence of many organizations.

Career history

Experience

Below are a series of videos detailing the organizations I have worked with, the projects I have delivered for them and the impact of those projects.

September 2024 - June 2025

CityFibre

  • I was assigned to the P&SCE Service Assurance Programme. The aim of this programme was to ensure CityFibre was ready to onboard Sky to its systems, networks and offering.
  • This programme saw me as-is process mapping 50 processes using the BPMN 2.0 methodology through Signavio, designing, scheduling and facilitating the workshops to do so.
  • I also mapped and designed 20 new or reformed business processes at level 3 and level 4 using the same methodology and software and being responsible for owning the workshops.
  • Within the programme I also took on business analyst responsibilities such as gathering requirements, building out BRDs (Business Requirements Documents) and their prioritisation.
  • I designed CityFibre’s automation and workflow programme management approach, including how requests are submitted, reviewed and approved. This also included how to run projects, end to end, including accountabilities, artefacts and the stages required to automate a process.
  • Launched and ran 6 automation projects alongside the IT team using the Camunda workflow tool. This included the analysis of current process, design of the new & delivery of the solution.
September 2022 – September 2024

Bryan Cave Leighton Paisner

  • Led on the service optimisation GBS programme, spearheaded by the delivery of ServiceNow. This was conducted in RII, IT, Secretaries, Creative Services, Recruitment etc.
  • In the GBS programme I mapped out all as-is and to-be processes, facilitated all workshops, conducted waste & improvement reviews of processes and delivered the recommendations.
  • I also conducted voice of the customer surveying and interviewing, used the data to further standardise processes and build ServiceNow into the operations successfully.
  • Ran a service optimisation piece for the Pitches & Pursuits MBD Team. This saw me process mapping the as-is processes, recommending improvements and identifying areas of risk.
  • It also saw me running root cause analysis workshops, mapping out the to-be state processes and reforming the current state by reducing waste and standardising across locations.
  • Separately from GBS, I ran a Litigation project to identify a new system to bring together 4 teams, address critical data concerns and reduce waste and manual work in processes.
  • This project successfully deployed a new software offering into the Docketing, Pleadings & Records Team, reduce 5 FTE worth of manual work & saw data accuracy rise from 20 to 80%.
  • I ran the CLE (Continuing Learning Education) review project. This involved mapping all as-is processes (by state), conducting voice of the customer work and facilitating workshops.
  • From this, an 8 wastes analysis was conducted, 50 improvement recommendations submitted and supported through to delivery – increasing the value-adding work completed.
  • Supported the Innovation Team on delivering the AI Tool Orbital Witness by gathering business requirements, conducting voice of the customer and redesigning the as-is process.
September 2021 – September 2022

Landsec

  • Led on the service optimisation programme called Enterprise. This was an internal programme focused on saving £20million over 5 years from the service charge budget.
  • Launched a series of business improvement initiatives around continuous and process improvement, lean six sigma and operational excellence – all to drive quality & savings.
  • Conducted a process review of the Insurance Claims Process, mapping out the as-is, conducting an analysis and identifying a £300,000 saving by not writing off certain claims.
  • Built out the new Section 20 Residential Process which had previously not existed. This led to £750,000 of savings by capturing missing rent, poor invoices and incorrect information.
  • Completely redesigned the Service Charge process by mapping out the as-is, conducting a full analysis, submitting my recommendations for approval and then delivering these in full.
  • This saw changes to billings, communication with Centre Managers, changing of deadlines, a shifting forward of the payment timelines and better technology to pay, track and report.
  • Facilitated the workshops and led on the initiative to design and build out the new Service Operating Model, marking a huge shift in Landsec’s fundamental model of doing business.
  • Rolled out a Quality Training Programme by training 20 staff members of our 3rd party facilities teams who went on to deliver dozens of Lean Six Sigma projects, of which I oversaw.
March 2018 – September 2021

Marsh & McLennan Companies

  • Ran a series of process, service and operational optimisation processes as part of a wider, global quality programme of work, focused on Business Support Service functions.
  • Delivered a series of RPA /automation projects to automate large scale global processes such as the Global Compare Process, Payroll Data Checking Process and Error Resolution Process.
  • These projects saw me building out the PDD, supporting developers with the SDD, mapping as-is and to-be processes, overseeing the implementations & savings 1000s of hours.
  • Ran the improvement of the UK Payroll Team project which saw payroll accuracy rise from 97% to 99.8%, colleague complaints plummet and errors and defects almost eradicated.
  • As part of this project I offshored 5 FTE worth of work to a brand new team in India, visiting them myself to train, support and embed best practice alongside other quick win initiatives.
  • Transferred our HRSS contact centre from London to Warsaw, assisted on the creation of the Workday 24/5 helpdesk in Manila and managed the closing of the Dublin HRSS operation.
  • Ran the overtime reduction project which saw the US Payroll Team’s overspend of $160,000 annually reduced to below budget, running the project through my Lean Six Sigma Black Belt.
  • This project involved me visiting the Kentucky office for 2 weeks, embedding myself in the team, mapping several as-is and to-be processes, running Kaizen events & many workshops.
  • Rolled out ServiceNow for our global Payroll & Contact Centre Teams, mapped all as-is and to-be processes, owned the relationship with the consultants and banked process savings.
  • Rolled out a Quality Training Programme by training 8 Payroll & HR team members who went on to deliver dozens of Lean Six Sigma projects, many of which I mentored and oversaw.
July 2014 – March 2018

Skanska

  • Supported on the delivery of a programme of continuous improvement work across the OneAlliance Partnership between Skanska and Anglian Water, both internally and externally.
  • Lead of the WNI governance project to unblock projects which had been stuck in governance loops for years. This saw the number of projects stuck reduce from 27 to 9 over the period.
  • This was achieved by tracking what was happening in each project, supporting the regional managers with their issues, identifying bottlenecks and rework loops and removing them.
  • Assisted the WI Team with their workflow process which was causing their projects to delay, get stuck in separate governance loops and a raft of comms & document issues.
  • The as-is workflow process was mapped, analysed and the to-be drafted after ideas for waste removal were presented – with the changes removing almost all bottlenecks & issues.
  • Visited several water infrastructure project sites to work with the on-site teams to identify their pain points, issues and concerns, and what was causing time delays for their projects.
  • Ideas were presented and a series of on-site initiatives were launched, seeing time freed up for the on-site teams, including digitalisation of documentation, timesheets, governance etc.
  • Delivered extensive new reporting on the reliability of sites, waste and rework, the progress of projects through governance structures and issue, error and fault reporting – all new.
July 2012 – July 2014

Zellis

  • Drove forward a change agenda launched by the Centre Leads, aimed at improving operational excellence, finding financial and efficiency savings and delivering projects.
  • Tackled the poor customer satisfaction rating of the centre, moving the score from the original 30% to 80% over 1 a year period, and improved responsiveness to over 90%.
  • This was done by improving the survey, improving the messaging around it, using the data to make actual changes in between each 6 month survey and targeting specific quality issues.
  • Owned the transfer of work from the Client Support Centre in Peterborough to Kochi in India, seeing over 10 FTE worth of work move – owning the project plan, meetings and work.
  • In parallel to this, I supported on the reduction of the Peterborough Centre size from 60 FTE to 50 FTE, reforming processes, creating SOPs, training the new staff in India, all successfully.
  • Led on the project to move the Zellis Benefits Helpdesk from Cluj in Romania to the UK. Involved visiting Cluj, receiving the training, readying the UK team and reforming processes.
  • Tackled the large case backlog problem seen by our client facing referencing team. This involved mapping as-is processes, redesigning the case workflow and changing the org.
  • Assisted in the roll out of new internal systems for contract management, time management, HR and disaster recovery, and set up the dashboards and intelligence reporting from them.
May – June 2024

Centralis

  • Facilitated 60 process mapping workshops to map out over 100 processes in Client Services, Finance, IT and Business Development over 6 Jurisdictions (UK, LUX, NED, IRE, HUNG, SWIZ).
  • Gathered over 250 pain points, opportunities and areas for improvement, as well as documenting all systems used, purchased but not used and those in need of an upgrade.
  • From this, I pulled together a detailed recommendations report, presented it to the CTO and the Board, including a plan of action for how to approach any required changes.
April – September 2021

Gi Group

  • Assisted the CTO in the building out of the business improvement function for the business, a brand new function aimed at instil operational excellence and improve into operations.
  • Established a business improvement working group involving senior and regional managers from the business. This ran twice a month to bring ideas to the fore, discuss and deliver.
  • Established a business improvement portal for the business to be able to submit their improvement ideas and received over 100 in 6 months, of which I ordered by priority.
  • Launched 20 business improvement projects of various sizes, supporting the various teams regionally and head office with their deliver, training them and mentoring their work.
  • Projects included the digitalisation of candidate induction process, digitalisation and automation of new candidate registration process, reduction of process waste etc.
  • The work also saw me building out key project documentation such as project, stakeholder and communication plans, programme trackers, project charters – and running initiatives.
Robert Chapman - Business Improvement & Transformation Consultant

Qualification

Education

Hudson & Hayes

July 2023

Target Operating Model

Explored designing principles, tools, cultural change, and digital model construction. This training preceded the delivery of an operating model redesign within BCLP, with the skills and key approaches learnt delivered quickly and practically post training.

Chartered Institute for IT BCS

February - December 2020

Business Analysis

Completed the Foundation, Practioner and Professional levels. This saw me learning about all aspects of business analysis including: Modelling business processes, IS project management, organizational change, requirements solicitation, gathering and prioritization, data management, stakeholder engagement etc. Completing this training was done alongside delivery of projects in employment to ensure the deployment of the skills in real life scenarios. 

Marsh & McLennan Master Black Belt

April 2019

Lean Six Sigma (Black Belt)

I was trained by an internal Master Black Belt through the MMC Lean Transformation Program. My project focused on reducing overtime spend by the North America Team from $160,000 annually to under $80,000 (the budget was $80,000). Following my project, overtime spending decreased by 90%, resulting in a saving of $144,000 and a 75% reduction in next year’s budget.

Trained by the British Standards Institute (BSI)

April – May 2017

Lean Six Sigma (Green Belt)

I studied the Define, Measure, Analyze, Improve, and Control (DMAIC) methodology, various process and root cause analysis tools, and effective approaches to understanding the voice of the customer.

Skanska Master Black Belt

October 2016

Lean Six Sigma (Yellow Belt)

I dedicated 3 days to mastering Lean and Six Sigma tools, equipping myself to deliver business improvement solutions, facilitate workshops, and achieve targeted metrics.

London School of Economics and Political Science

September 2009 – June 2012

Sociology BSc

I covered modules in Human Resource Management, Statistics, Research Methods, Work, Management and Globalization, Sociological Theory, and Contemporary Society.

Services

What I Do

Process Improvement

Deep dive into processes to identify and reduce waste, increase value and design and deliver reformed or new processes.

Process Mapping

Using a range of tools such as Visio, LucidChart, BPMN or Nimbus, map end to end processes to level 3 or level 4 detail.

Continuous Improvement

Delivery of the mindset, the projects and the methodologies (such as PDCA) into teams, projects and wider programmes.

Business Transformation

Improve to transform business operations through the delivery of projects, new systems and better ways of working.

Business Analysis

Gathering business, process and team requirements and converting these requirements into clear, actionable insights.

Root Cause Analysis

Identifying and resolving defects, establishing good control measures and mistake proofing processes for the long term.

Lean Six Sigma

Designing and running of end-to-end DMAIC projects, saving time and money, reducing errors and waste and improving outcomes.

Project delivery

Defining and delivering end-to-end projects, including managing the people, documentation and timeframes through to completion.

Testimonials

What my clients say

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