• Work directly with BAs (or independently when no BA is assigned) to analyze future-state business processes at a granular level: understanding each process flow, the roles involved, the systems touched, and the decisions made at each step • Conduct detailed change impact analysis by mapping current-state processes against future-state designs to identify exactly what changes, for whom, and how significantly, at the role level, not just the department level • Identify impacts to policies, procedures, standard operating procedures, job descriptions, and work instructions that must be updated or rewritten to support the future state • Identify where union agreements, collective bargaining provisions, or labor relations considerations are implicated by process or role changes, and help the client navigate each • When BAs are not present, perform business process reengineering work directly: mapping current state, designing future state, conducting gap analysis, and building process documentation that drives both technical implementation and organizational readiness • Develop detailed impact registers that connect specific process changes to specific stakeholder groups, affected policies, training needs, communication requirements, and adoption risks • Design and build OCM strategies and plans grounded in the ACMP Standard for Change Management, driven by the actual operational impacts identified through process analysis, not generic templates • Develop targeted readiness plans for each impacted stakeholder group based on the specific nature and magnitude of change they will experience: what exactly is changing in their daily work, what they need to know, what they need to be able to do, and what support they need to get there • Build change management functions from scratch on projects where none exist, establishing the governance, methodology, work streams, and deliverable cadence needed to manage change across the initiative • Assess organizational readiness through substantive methods: process walkthroughs with impacted staff, role-based impact workshops, and operational scenario testing—not just survey scores • Develop transition and cutover plans that address the operational reality of moving from current state to future state, including parallel operations, fallback procedures, and day-one support • Lead or support the rewriting of policies, procedures, SOPs, and work instructions to reflect future-state business processes, producing artifacts that impacted staff can actually use to execute their work • Design and develop role-based training and knowledge transfer activities tied directly to future-state process execution, not generic system training, but “here is how your job works now” • Develop job aids, quick reference guides, and operational support materials that bridge the gap between training and real-world execution • Build and deliver communications that explain what is changing, why, what it means for specific roles, and what support is available, grounded in the actual process impacts, not abstract messaging • Use AI tools to analyze process documentation, interview transcripts, and organizational data at scale, identifying impact patterns, policy implications, and readiness gaps that inform your change strategy • Use AI to accelerate the creation and refinement of OCM deliverables: impact assessments, stakeholder-specific readiness plans, procedure rewrites, communications, and training content • Apply AI to cross-reference process changes against existing policies, union agreements, and regulatory requirements, surfacing compliance risks and downstream impacts faster than manual review • Use AI as a thought partner to pressure-test change strategies, model adoption scenarios, and identify blind spots in your approach before they surface in the field • Continuously evaluate and adopt emerging AI tools and techniques that improve the speed, quality, and depth of OCM and BPR delivery, and share those innovations with the Liberum team • Engage and build trusted relationships with customers, sponsors, executives, project teams, vendors, and external stakeholders, providing coaching and advisory support that strengthens sponsor ownership and leadership alignment • Serve as a trusted advisor to leaders and project teams on the organizational implications of business process and system changes, translating operational impacts into strategic guidance that drives better decisions • Facilitate impact workshops, process walkthrough sessions, and readiness assessments with impacted staff and leadership, grounding change conversations in the specific reality of how work will change • Coach client-side staff to build internal OCM and BPR capability that sustains long after the engagement ends • Articulate, present, and report OCM progress, adoption metrics, and value delivered, making the work visible and measurable in terms the client cares about