Brandon Raeburn

On a multi-department government programme serving close to 250,000 civil servants, played a specialist role in the design and alignment of financial reporting across four departments consolidating onto a unified platform. Took ownership of requirements gathering across diverse groups, produced standardised report templates across a broad report estate and ran iterative design workshops to agree final outputs. Managed competing departmental priorities throughout, making sure all decisions were documented and traceable. Working with a global IT services provider, took the lead on KPI and metrics alignment across four international business archetypes spanning Europe, the US, Asia and Africa. Defined guiding principles and built a structured framework covering core, common and business-specific measures. Facilitated the KPI and metrics workstream within a workshop programme involving over 60 people, and worked closely with the data modelling team to make sure requirements were accurately reflected in the underlying model. Agreed KPIs and metrics were also mapped to the Enterprise Value Map, identifying gaps and working with the wider team to address them.

For a large government department, played a key role in the migration of over 100 legacy SSRS reports into a significantly reduced Power BI report estate, built on top of Azure Synapse. Worked closely with the data engineering team throughout to make sure the underlying data met reporting requirements, and facilitated workshops to capture requirements and user permissions. The environment was highly data sensitive, with the full solution delivered to strict security requirements and accessibility standards throughout. With a separate government department, delivered Power BI training to a team of 20 staff across in-person and virtual sessions, with advanced sessions for designated superusers. This included building the team's first Power BI report, which became the template and standard for everything the team built going forward. Managed the full transition of reporting ownership to the client, producing documentation and guides to support ongoing onboarding and leaving the team fully equipped to own, maintain and build on their reporting independently.

Worked across Financial Services, Telecoms and Media during this period, taking on reporting delivery and functional analysis work across each. Across two separate engagements with a major asset management firm, gathered requirements and built a suite of Power BI reports covering Cost, FTE and AUM reporting for the Finance team and senior leadership. Signed off the reports with the client and ensured a thorough knowledge transfer, leaving the team confident in what had been built and able to manage it going forward. On a second engagement with the same firm, took on a functional lead role within a CRM and Finance alignment programme. Documented as-is and to-be processes, improving data quality and uncovering significant reconciliation discrepancies between the two functions. Also led the analysis for a strategic AUM restructure across 20 asset classes and 50 portfolios, identifying and differentiating between new AUM flows and internal switching to ensure accurate reporting. Working with a major telecoms business, carried out data source identification and quality assessment, ran workshops to define key dimensions and metrics and supported reporting enhancements alongside platform stability. At a well known media company, built Power BI dashboards from survey data to support a finance transformation programme, with findings presented directly to senior stakeholders to inform decision making.

Spent two years working across three workstreams for a well known global Consumer Goods brand, growing from delivery contributor to taking on reporting and product ownership responsibilities across the programme. On the supply chain reporting workstream, led the reporting side of the engagement. Helped shape the reporting strategy to become more dynamic and flexible, ran requirements workshops and delivered a suite of supply chain Power BI reports built on Databricks and Analysis Services. Acted as the main point of contact between the client and development team, balancing functional requirements with technical constraints throughout. On the commercial finance reporting workstream, managed design sessions and led the build and rollout of Power BI reporting across seven global markets. Supported the transition to a new reporting model, helping each market through the change via training sessions, user guides and ongoing support, ensuring consistent adoption across the business. On the portal workstream, took on product owner responsibility for a web-based portal built to complement the reporting suite. Gathered functional requirements for new features including a user guide, communications page and search functionality, produced design documentation, tested development and managed releases through to successful client handover.

Worked across three engagements during this period spanning Real Estate and Public Sector, taking on reporting lead responsibilities across each. Across two separate Real Estate clients, mapped current and aspirational business processes, improved data collection processes to reduce the opportunity for manual error, and delivered automated Power BI dashboards covering finance, schedule and risk reporting. Worked closely with the data engineering team on the underlying infrastructure throughout, making sure the reporting layer was built on data that could be trusted. For a Public Sector client, built the programme's first ever interactive Power BI report using P6 data, covering finance, risk and outputs. This was a significant milestone for the client, establishing the standard and approach for data driven reporting across the programme going forward.

Worked with a large Real Estate client on a complex programme where data quality, governance and reporting needed significant improvement. Having seen Oracle Aconex successfully implemented on one part of the programme, I personally influenced the Facilities Management team to adopt the same approach for their workstream, driving consistency in data and document management across the wider programme. Led the preparation and delivery of a successful bid that secured four roles for Turner & Townsend on the programme, comprising two permanent consultants and two contractors placed through Turner & Townsend, representing approximately £500k of annual revenue. Winning new work at Consultant grade was well above the typical remit of the role and reflected the trust and commercial credibility built with the client early in the engagement. Delivered Oracle Aconex training across eight national workshops to over 200 people and developed data extraction tools using Power Query and VBA. Created centralised Power BI reporting for programme progress tracking and produced Tableau dashboards highlighting deviations between actual and target lease completions, enabling meaningful progress analysis across multiple teams.

First role out of university, working within the commercial finance function of a large UK parcel delivery business. Worked directly with the sales team, pricing up potential new client opportunities using the internal pricing model and advising on the commercial viability of potential bids. Owned the commission scheme model, calculating and tracking commission payments for the sales team based on new business wins, retention and other commercial metrics. Also owned and maintained the monthly FP&A reporting pack presented to the CFO, taking responsibility for accuracy, timeliness and clear presentation of the numbers.