RPA Lead Business Analyst

• Lead Business Analyst — Operating Model & Automation Advisory
• Location: Onsite — Houston, TX (HQ) / Canonsburg, PA
• automation is the right instrument.

• Role Summar
• yWe are seeking a senior Business Analyst who operates as a process redesign consultant rather than a requirements scribe. The individual will baseline how work is actually performed, quantify where cost and cycle time accumulate, design a defensible target state, and only then define what should be automated — sequencing redesign ahead of build so that automation locks in an improved process rather than an inherited one
• .Credibility with the business is the core competency. This person must be able to sit across from a Tower Operations lead, a Land Management director, or a Revenue Assurance controller, tell them their process contains steps that no longer earn their keep, and be believed — because the claim is grounded in transaction volumes, exception data, control requirements, and a clear-eyed view of what the process exists to protect

• .
• Domain Areas in Sco
• peRedesign work will concentrate on the process families that carry the highest manual load in a tower-only operating mode
• l:• Tower asset lifecycle: application intake, structural analysis, permitting, notice-to-proceed, construction close-out, and as-built data captur
• e.• Colocation & amendment workflows: carrier applications, capacity checks, pricing approvals, and contract execution against Master Lease Agreement
• s.• Land & ground lease administration: lease abstraction, escalations, renewals, easements, payment accuracy, and landowner correspondenc
• e.• Revenue assurance & billing integrity: lease-to-invoice reconciliation, amendment-to-billing lag, churn and termination processing, and dispute resolutio
• n.• Network sourcing & vendor operations: supplier onboarding, purchase requisition-to-pay, field vendor invoicing, and spend data qualit
• y.• Asset data integrity: reconciliation across CRM, ERP, ServiceNow, GIS, and asset-of-record systems, where duplicated or contradictory records are the root cause of downstream exception

• s.
• Key Responsibilit
• iesBaseline the Real Process, Not the Documented
• One• Establish a factual as-is baseline: volumes, handoffs, cycle time, touch time, rework rate, and cost-to-serve per transaction ty
• pe.• Use process mining, task mining, system logs, and ticket data to evidence what actually happens, and reconcile that evidence against what stakeholders descri
• be.• Quantify the gap between designed process and performed process — the workarounds, shadow spreadsheets, and informal approvals that carry real volu
• me.• Identify the small number of variants that carry the majority of transactions, and treat the long tail explicitly rather than by omissi
• on.Design the Target St
• ate• Produce a to-be process design that eliminates, consolidates, or re-sequences activity before any automation is scop
• ed.• Distinguish rigorously between steps that exist to satisfy a control, a regulation, a contract term, or a customer commitment — and steps that exist because someone once added th
• em.• Redesign the control environment alongside the process: propose where a preventive control replaces a detective one, and where a manual review can be retired without accepting unmanaged ri
• sk.• Push standardization decisions to the accountable process owner, with the trade-offs made explicit and the decision document
• ed.• Model the target operating model implications — role changes, span of control, capacity release, and where released capacity is expected to la
• nd.Build the Case, and Make It Hold
• Up• Construct a benefits case with a stated baseline, an explicit measurement method, and a named owner accountable for realizati
• on.• Separate hard savings from capacity release and from avoided cost, and refuse to present them as interchangeab
• le.• Present benefit estimates with ranges and stated assumptions, and be prepared to defend them under scrutiny from Finan
• ce.• Establish a post-implementation measurement plan before build begins, so that realized benefit can be tested rather than assert
• ed.Sequence Automation Correc
• tly• Determine the right instrument for each redesigned process: policy change, system configuration, integration, RPA, intelligent document processing, agentic AI, or no intervention at a
• ll.• Reject automation candidates where the underlying process is unstable, the data is unreliable, or the upstream system is scheduled for chan
• ge.• Translate the redesigned to-be process into automation-ready specifications with maximum straight-through processing and a defined, bounded exception pa
• th.RPA & Automation Solution Enablem
• ent• Partner with RPA developers, solution architects, and SMEs across the full automation lifecycle — from candidate assessment through design, build, UAT, and hyperca
• re.• Translate redesigned business processes into detailed, automation-ready process specifications and Process Definition Documents that a developer can build from without reinterpretati
• on.• Assess automation feasibility for each candidate, and surface risks, dependencies, system constraints, and process gaps before development is committ
• ed.• Support prioritization of the automation pipeline based on complexity, business value, exception volume, and stability of the underlying proce
• ss.• Define the exception handling model for each automation up front — what the bot handles straight through, what routes to a human, and on what ru
• le.• Validate automation designs and built solutions against business intent and operational requirements, confirming the delivered bot reflects the process as designed rather than the developer's reading of the docume
• nt.Business Rules & Exception Managem
• ent• Document every decision point, validation, routing rule, and exception path with an owner and a source of authori
• ty.• Analyze high-volume exception categories to root cause and address the source, in preference to handling the symptom in co
• de.• Challenge whether a stated exception is genuinely exceptional, or a common scenario that was never designed f
• or.• Maintain business rule repositories and decision matrices as living artifacts, and define who is accountable for keeping them curre
• nt.Stakeholder Engagement & Governa
• nce• Facilitate redesign workshops with process owners, operations leadership, Finance, Legal, and Internal Audit — and drive them to a decision, not a summa
• ry.• Navigate resistance from stakeholders whose current process is the product of long-standing accommodation, without softening a well-evidenced recommendati
• on.• Provide advisory support through UAT, cutover, and hypercare, and lead root cause analysis on production exceptio
• ns.• Contribute to automation governance, redesign standards, and reusable design patterns across the progr
• a
• m
• .• Required Experie
• nceMandat
• ory• 10+ years in business analysis, process re-engineering, or operations consulti
• ng.• 5+ years supporting RPA and intelligent automation programs, working directly with automation delivery teams from process discovery through production suppo
• rt.• Hands-on experience authoring PDDs, defining exception handling models, and validating automation designs against business inte
• nt.• Demonstrated record of redesigning a process — not merely documenting it — with a defensible, measured benefit outcome. Candidates should be prepared to walk through a specific redesign, its baseline, its measured result, and what it got wro
• ng.• Proven ability to build and defend a quantified benefits case in front of Finan
• ce.• Fluency in producing the artifacts of credible redesi
• gn:◦ As-is and to-be process maps (BP
• MN)◦ Process Definition Documents (PD
• Ds)◦ SIPOC and value stream maps with quantified cycle and touch t
• ime◦ Business rule catalogs and decision tr
• ees◦ Exception registers with root cause and disposit
• ion◦ Control-point maps and benefits realization pl
• ans• Experience engaging directly with operations leadership and executive stakeholders, including the ability to deliver an unwelcome finding and hold
• i
• t. Prefer
• red• Direct experience in telecommunications infrastructure, towers, REIT operations, real estate or lease administration, engineering services, or field operatio
• ns.• Familiarity with lease administration, ground lease management, or asset lifecycle processes in a capital-intensive, geographically distributed asset ba
• se.• Working knowledge of Salesforce, ServiceNow, SAP, or comparable enterprise platforms as the systems in which redesigned processes must actually li
• ve.• Hands-on exposure to UiPath, Power Automate, Automation Anywhere, or Blue Prism progra
• ms.• Practical experience with process mining and task mining tooling (Celonis, UiPath Process Mining, or equivalent) as an evidentiary instrument, not a dashboa
• rd.• Lean Six Sigma certification (Black Belt preferred), applied rather than credential

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