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 ed.