1. Stephen Burton Senior Business Analyst / Project Manager
+44 7921 827 871 June 2015 Page 1 of 4
Profile
Stephen is an experienced IT Professional, with a drive to deliver Business Value through a shared
vision, effective organisation and an empowered team.
He has a successful track record in scoping and initiating projects to succeed under Waterfall and
Agile methodologies and driving them to a successful implementation, contributing direct experience
across the Software Development Cycle.
Stephen is a hands-on leader, who combines the delivery focus of the Project Manager with the
analytic skills of a Business Analyst to help the Project Sponsor(s) to achieve successful outcomes.
High-Level Summary of Roles
Role Team Start Date
Lead Business Analyst/ Project Manager RWEST ETRM Cross-Commodity Team Feb 2013
Lead Business Architect RWEST Strategy & Architecture Team May 2011
Senior Business Architect RWEST Strategy & Architecture Team Sept 2009
Senior Business Analyst / Project Manager RWEST Business Change Management Aug 2007
Team Manager RWEST Back Office Global Projects Team Oct 2006
Team Manager / Project Manager RWEST Front Office Decision Support Team May 2001
Developer / Lead Business Analyst Zurich Financial Services – Electronic Trading Sept 1997
Business Development Coordinator Imago Management Consultancy Oct 1994
Key Achievements
Lead Business Analyst / Project Manager - ETRM Cross-Commodity Team
ETRM Greenfield Project - Implementation (Aug 13 – May 15)
The ETRM Greenfield was a £20+ million project with the objective to optimise RWESTs investment
in Openlink Endur, reducing the Total Cost of Ownership of the system by implementing a cross-
commodity configuration. This required the reimplementation of all Desks, Products and Processes
into Endur Version 12 based on a new system configuration.
Stephen was assigned as Process Workstream Lead, managing a team of 10 Business Analysts:
- Managing the Business Requirements Catalogue for Trade Lifecycle Processing
- Solution Design to support all Trade Lifecycle Processes, incorporating Trayport, SAP and
Enterprise Service Bus (XML Schema Definition and Master Data Management)
- Business Process Re-engineering for all Trade Lifecycle Processes; Trade Capture &
Validation, End of Day Processing, Trade Amendment, Confirmation, Invoicing, Invoice
Matching and Cash Accounting
- Defining Work Packages and assigning to team members for Functional Specification and
offshore development
- User Training Workshops (15 workshops, more than 150 trainees) and Training materials and
support for UAT Design and Planning
- Providing content and guidance to the IT Governance and Change Approval Board(s)
ETRM Greenfield Project - Foundation Design (Feb 13 - Aug 13)
ETRM Greenfield Project required a Solution Design (Foundation Design) for all Business Processes.
The design needed to support all active Desks and Products and factor in the cross-commodity
capabilities of version 12, the Openlink Endur Product Roadmap and market definitions.
As Scrum Master for Transaction Lifecycle Workstream Stephen was responsible for:
- Managing the User Story Backlog (Grooming, Release Planning and Poker Planning)
- Analysing Endur Capabilities and documenting Solution Design
- Managing the Show & Tell and Team Retrospectives (internal to the Project) every 2 weeks
- Presenting the Transaction Lifecycle Management Solution Design to Business and IT Leads

2. Stephen Burton Senior Business Analyst / Project Manager
+44 7921 827 871 June 2015 Page 2 of 4
Lead Business Architect – RWEST Strategy & Architecture Team
ETRM Redesign – Initiation and Prototype (Jun 12 – Jan 13)
The Business Case for the re-implementation of the ETRM system was agreed in principle but aspects
of scope and implementation approach needed specific analysis in order to initiate the project
formally. Stephen was responsible for
- Prototyping a standardised Trade Lifecycle; Trade Capture, Trade Validation, Regulatory
Reporting, Confirmation, Trade Amendment, Price Resets, Option Exercise, Fixing, Close Out,
Cascading, Realisation, Maturity
- Prototype of the migration of Solid Fuel Nominations into Version 11 Parcel Configuration
Front Office Risk Reconciliation Project - (Nov 11 - Jun 12)
Risk Control and Front Office relied on different systems to report Position, Delta and Pnl leading to
daily efforts to explain why the systems reported different values. There had been an ongoing project
to standardise the Risk Control reporting system (GLORI), but the Front Office (CE Pwr, CE Gas,
Carbon) system hadn’t scaled. The objective of this project was to standardise Front Office
application. Stephen took the role of Product Owner and undertook:
- Creating the User Story Backlog (Grooming and Poker Planning)
- Negotiating a Release Plan with the sponsor
- Solution Design for definition of instruments and mapping these to trade extracts from Endur,
and for retrieval of market prices
- Providing additional knowledge sessions and Excel prototypes for developers as required
- Leading the “Show & Tell” and Team Retrospectives
Delivery Excellence Programme (June 11 - Feb 12)
A Delivery Excellence Programme was created to standardise and improve the Software Delivery
Model in RWEST. The Programme was delivered through 14 x 1 hour training sessions and became
a mandatory 2 day workshop for all IT staff. Stephen’s responsibilities included:
- Training content for training sessions on Business Roadmap, Business Case, Stakeholder
Management & Requirements Management
- Running Training Sessions at 15 workshops (about 90 attendees)
Oil Logistics Project (Jul 11 – Oct 11)
The Oil Logistics Project had completed design and build and was developing its test scenarios and
needed support in defining these. Stephen supported the project by:
- User Training for Back Office and Finance team on Nomination Process
- Defining of UAT test scenarios and test trades
Settlement Processing Automation Project (SPA) (Aug 10 – July 11)
SPA was the first major project in the delivery of the Back Office & Finance Domain Roadmap (see
below). As the Lead Analyst Stephen managed 6 Business Analysts in the:
- Definition of Project Scope including Creation of Invoices and Credit Notes, Invoice Matching,
Accruals, Accounts Payable, Accounts Receivable.
- Management of the Business Requirements Catalogue / User Story Backlog and signoff via a
Power Workshop (20 users)
- Solution Design across Endur and SAP incorporating the Enterprise Service Bus and a
Canonical Settlement Schema (Data Model)
- Business Process Re-engineering for Invoice Reconciliation and Accruals Processing
- Functional Design utilising Use Cases and Business Rules Documents

3. Stephen Burton Senior Business Analyst / Project Manager
+44 7921 827 871 June 2015 Page 3 of 4
Senior Business Architect – RWEST Strategy and Architecture Team
Back Office & Finance Domain Roadmap (Jan 10 - Aug 10)
The attribution of specific system support costs to the business encouraged a more critical
assessment of the Application landscape. Applications with the same Capabilities had been
implemented separately for different products. Stephen collaborated with a Technical Architect to
develop a Pattern for defining and agreeing a Business and Systems Roadmap with Business and IT
Buy-In:
- Introducing Key Performance Indicators to demonstrate the target business objectives
- Capturing the Business Processes which defined the Domain (eg Confirmation, Amendment,
Invoicing, Accruals, Inter-company reconciliation, hedge accounting, AP/ AR)
- Eliciting the Business Capabilities from these processes and assigning these to the
applications in the “As Is” Application Landscape
- Agreeing a “To Be” Solution Design, based on mapping to capabilities of Endur and SAP
- Presented the Roadmap to Business and IT leads
The Approval of the Domain Roadmap provided the Business Case for a 3 Year Change Programme
including Confirmations Redesign.
European Gas Logistics Project (EGL) (Sept 09 – Jan 10)
European Gas Logistics was managed by 3 teams, in different offices with separate systems. The
business overlap created requirements for internal reconciliation. The objective of this project was to
create a unified Central European Gas Logistics System. Stephen’s responsibilities included:
- Defining the Requirements Catalogue, Data Model and High-level Use Cases
- Supporting Project Estimation via Poker Planning
Senior Business Analyst / Project Manager – Business Change Management Team
Gas Product Portfolio (Aug 07 – Aug 09)
New Products could only be traded once it was concluded that there was an appropriate Business
Case to support their introduction. All New Products needed to be signed off by the CEO or CFO
following Approval from each Business Function (Tax, Finance, Legal, Risk Control, Back Office,
Front Office). Stephen’s responsibilities included
- Managing the Product Backlog (CE Gas and UK Gas), prioritisation and reporting progress to
Head of Gas Trading
- Eliciting and Documenting Product Requirements for all functions
- Documenting the Business Process (BPMN in Visio, EPC in ARIS)
- Solution Design and Functional Specification for any lifecycle or reporting controls required
- Coordination of System and User Acceptance Testing
Successful approvals included UK Gas Options, Virtual Gas Storage, Welsh Coal, Gas at PSV,
Physical Oil (utilising Endur, non cMotion).
Business Continuity representative for London Office (Aug 07 – Aug 09)
Stephen was responsible for the elicitation of Business Continuity requirements for the London Office
(the location for Gas Trading and Operations). A successful Business Continuity Test was conducted
at Didcot in April 2008.
Gas Commodity Working Group Lead (Aug 07 – Aug 09)
Stephen chaired a Cross-Functional meeting which facilitated the identification and resolution of
control issues relating to the processing of UK and Continental Gas Transactions.
Spreadsheet Compliance (Aug 07 – Aug 08)
Following the introduction of Dodd-Frank Regulations, RWEST needed to respond to audit points to
ensure that controls on Spreadsheets used in key Business Processes could be evidenced. Stephen:
- Defined the functional and non-functional criteria for the selection of the Third Party Products

4. Stephen Burton Senior Business Analyst / Project Manager
+44 7921 827 871 June 2015 Page 4 of 4
- Created a Solution Design for the configuration of the system
- Managed a user-group to collect user feedback on whether the trialled products met criteria
- Defined the project scope for the Company-wide rollout with 200 business critical
spreadsheets identified to be put under management
- Created a RWEST Spreadsheet Management Policy (aligned to pre-existing Business Impact
Assessment and Security Guidelines)
- Achieved Business Acceptance and Workers Council Approval for the Spreadsheet
Management Policy
Team Manager (secondment)- Back Office Global Projects (Oct 06–Aug 07)
The Back Office Global Projects team was responsible for supporting Business and IT change
initiatives which included Back Office as part of their scope. Stephen managed a team of 8 SME’s:
- Programme management – undertaking a high-level risk assessment of the projects impacting
Back Office and identifying mitigating actions to be implemented by the team
- Team Management – assigning Work Packages to appropriate team members to progress
individuals commodity knowledge and professional skills as well as ensuring project success
- Project Sponsorship – Ensuring that the project for the Redesign of Confirmation had
appropriate business support and content knowledge.
Team Manager / Project Manager – Front Office Decision Support (May 01 – Sept 06)
The Decision Support Team was created to provide short to medium-term Solutions addressing
increased Risk Control requirements. Stephen was responsible for a team of 12 developers:
- Managing annual support budget for 15 Business Critical Front Office and Risk Control
(Market & Credit Risk) Applications including Out of Hours rota for Trade Capture and Market
Data collection
- Development of the Application Roadmap and Solution Design for Decision Support Systems
(UK Power, UK Gas, Coal & Freight Products & Interface to Platt & Reuters for Market Data)
- Initiation and management of projects for System Enhancements and Greenfield
Implementations in accordance with the Prince2 framework
Qualifications/Training
ISEB Diploma in Business Analysis QA / BCS 2013
SCRUM Master / Product Owner Scrum Alliance 2010
Endur – Product Implementation / Market Risk OLF 2008
RWE - Leadership Development Programme Ashridge 2006
Certificate in Management Studies Institute of Management Studies 2005
Prince2 Foundation and Practitioner QA 2004
Project Planning and Control Parity 2004
ITIL Service Management Parity 2004
DSDM practitioner RADTAC 2002
BA Hons (2.1) Economics & Social Policy Exeter University 1994
Other Interests
Hockey Stephen enjoyed playing Hockey through School, University and Club and now
supports the Sport as an Official and Administrator.
He is an England Hockey Qualified Coach (Level 1) and Umpire (appointed to games
through a Regional Umpiring Association - HGWHUA). He is Fixtures Secretary for
Chippenham Hockey Club and elected Lay Member on the HGWHUA committee.
Piano Stephen achieved Grade 5 on the Piano as a Student, and after not playing for many
years has had fun (and frustration) re-learning and trying to pass on the enjoyment to
his 2 children.