GHD
Business Analysis & Process Improvement
GHD enhances how cloud programmes are designed and delivered by translating business needs into efficient, analytics‑enabled processes. We analyse current operations, remove inefficiencies and redesign workflows using data and automation. This improves productivity, accelerates delivery and makes the value of cloud transformation visible, measurable and sustainable across the organisation.
Features
- Translate business requirements into technical strategy for Cloud transformation
- Undertake a current state assessment of cloud processes
- Identify inefficiencies and opportunities for automation in current processes
- Help you re-design business processes to using automation and analytics
- Document functional and non-functional needs for the Cloud environment
- Manage requirements throughout the lifecycle of the cloud Transformation
- Prioritise which applications to migrate to the cloud
- Provide Lean Six Sigma, Agile and Design Thinking approaches
- Create training materials tailored to your organisation
Benefits
- Improve the process efficiency for your new cloud transformation
- Identify and resolve issues early to maximise return on investment
- Increased collaboration between business and technology during your cloud transformation
- Bringing the best of our global expertise in process improvement
- Creating cloud ready processes throughout your organisation
- Accerelate requirements gathering process through our analytical tools and templates
- Define areas where automation or AI can play a role
- Focus on user needs enables higher user adoption
- Behavioural insights and analytics improves adoption by understanding user behaviour
Pricing
Service documents
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Framework
G-Cloud 15
Service ID
6 7 3 1 7 8 8 7 3 4 3 8 7 7 0
Contact
GHD
Rob Hoyle
Telephone: +44 20 30777933
Email: ukbids@ghd.com
About your service
- Service categories
-
Cloud Support Services
Set Up and Migration
- Data auditing and organising
- Data/information structure design
- Engagement and communication planning
- Project management and governance
- Service optimisation/right sizing
- Mobilisation coordination
Service scope
- Service constraints
- Our service has two primary constraints that buyers should be aware of. As a boutique consultancy, we operate with a deliberately small team of experienced, multi disciplinary specialists, which means we do not deploy delivery teams larger than 20 people. In addition, we do not implement full software platforms or undertake end to end system integration. Instead, we are there to strengthen your internal capability rather than creating long term dependency on us or any vendor. We work with data extracted from your existing systems and apply cloud native and open source tooling to analyse, process, and operationalise that data.
User support
- Email or online ticketing support
- Yes
- Support response times
- We aim to respond within one business day.
- User can manage status and priority of support tickets
- No
- Phone support
- Yes
- Phone support availability
- 9 to 5 (UK time), Monday to Friday
- Web chat support
- No
- Support levels
-
GHD provides a flexible, capability‑focused support model designed specifically for the needs of UK Government buyers under G‑Cloud 15. As an advisory‑led organisation, we do not resell cloud products, enabling us to remain fully independent and shape our services entirely around your context, constraints and ambitions. This independence ensures our support strengthens your internal capability rather than creating long‑term dependency on us or any vendor.
Support is delivered directly by the practitioners working on your assignment, ensuring continuity, expertise and clear accountability throughout the engagement. You will have access to dedicated account, project and technical leads aligned to the requirements of your scope, alongside the ability to draw on specialist expertise and senior oversight from across GHD’s UK network whenever required.
All support is integrated into our service pricing and delivered throughout the full duration of the engagement. We develop this pricing collaboratively with you as part of solution development, ensuring it reflects real delivery needs, known constraints and the level of client enablement required. Our approach ensures government teams gain the skills, confidence and structures to own, operate and evolve cloud solutions sustainably after our work concludes.
Resellers
- Supplier type
- Not a reseller
Staff security
- Staff security clearance
- Conforms to BS7858:2019
- Government security clearance
- Developed Vetting (DV)
Pricing
- Discount for educational organisations
- No
Architecture roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate business architect | £750.00 | |
| Business architect | £950.00 | |
| Lead business architect | £1,300.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data architect | £850.00 | |
| Senior data architect | £1,100.00 | |
| Chief data architect | £2,000.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Enterprise architect | £850.00 | |
| Senior enterprise architect | £1,100.00 | |
| Lead enterprise architect | £1,300.00 | |
| Principal enterprise architect | £1,500.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate solution architect | £750.00 | |
| Solution architect | £850.00 | |
| Senior solution architect | £1,100.00 | |
| Lead solution architect | £1,300.00 | |
| Principal solution architect | £1,500.00 |
Chief digital and data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief data officer | £2,400.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Chief technology officer | £2,400.00 |
Data roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee analytics engineer | £750.00 | |
| Analytics engineer | £850.00 | |
| Senior analytics engineer | £1,100.00 | |
| Lead analytics engineer | £1,300.00 | |
| Head of analytics engineering | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate analyst | £750.00 | |
| Data analyst | £950.00 | |
| Senior data analyst | £1,100.00 | |
| Principal data analyst | £1,500.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data engineer | £950.00 | |
| Senior data engineer | £1,100.00 | |
| Lead data engineer | £1,300.00 | |
| Head of data engineering | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Data governance manager | £950.00 | |
| Lead data governance manager | £1,100.00 | |
| Head of data governance | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Trainee data scientist | £750.00 | |
| Associate data scientist | £850.00 | |
| Data scientist | £1,100.00 | |
| Principal data scientist | £1,500.00 | |
| Lead data scientist | £1,700.00 | |
| Head of data science | £2,000.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Senior machine learning engineer | £1,100.00 | |
| Lead machine learning engineer | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate performance analyst | £750.00 | |
| Performance analyst | £950.00 | |
| Senior performance analyst | £1,100.00 | |
| Lead performance analyst | £1,300.00 | |
| Head of performance analysis | £1,700.00 |
Product and delivery roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior business analyst | £750.00 | |
| Business analyst | £950.00 | |
| Senior business analyst | £1,100.00 | |
| Lead business analyst | £1,300.00 | |
| Head of business analysis | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate delivery manager | £850.00 | |
| Delivery manager | £950.00 | |
| Senior delivery manager | £1,300.00 | |
| Head of (Agile) delivery management | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Digital portfolio analyst | £850.00 | |
| Digital portfolio manager | £950.00 | |
| Senior digital portfolio manager | £1,300.00 | |
| Head of portfolio | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Associate product manager | £750.00 | |
| Product manager | £950.00 | |
| Senior product manager | £1,100.00 | |
| Lead product manager | £1,500.00 | |
| Head of product | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Programme delivery manager | £1,500.00 |
Quality assurance testing (QAT) roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| QAT analyst | £950.00 | |
| Senior QAT analyst | £1,300.00 | |
| Lead QAT analyst | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Test engineer | £950.00 | |
| Senior test engineer | £1,300.00 | |
| Lead test engineer | £1,700.00 |
Software development roles
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior DevOps engineer | £750.00 | |
| DevOps engineer | £1,100.00 | |
| Senior DevOps engineer | £1,300.00 | |
| Senior DevOps engineer - management | £1,300.00 | |
| Lead DevOps engineer | £1,500.00 | |
| Lead DevOps engineer - management | £1,500.00 | |
| Principal DevOps engineer | £1,700.00 | |
| Principal DevOps engineer - management | £1,700.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior frontend developer | £750.00 | |
| Frontend developer | £850.00 | |
| Senior frontend developer | £1,300.00 | |
| Lead frontend developer | £1,700.00 | |
| Head of frontend development | £2,000.00 |
| Role level | UK Rate | Offshore Rate |
|---|---|---|
| Junior developer | £750.00 | |
| Developer | £850.00 | |
| Senior developer | £1,100.00 | |
| Senior developer - management | £1,300.00 | |
| Lead developer | £1,500.00 | |
| Lead developer - management | £1,700.00 | |
| Principal developer | £1,700.00 | |
| Principal developer - management | £1,700.00 |
Non-mandatory Standards and certifications
- ISO/IEC 27001 certification
- Yes
- Who accredited the ISO/IEC 27001
- LRQA
- ISO/IEC 27001 accreditation date
- Tuesday 5 August 2025
- What the ISO/IEC 27001 doesn’t cover
-
The certification does not cover services outside of this defined scope:
The winning work and project delivery process incorporating management, engineering, environmental, design, planning and
architectural services in the areas of advisory, architecture and design, buildings, digital, energy and resources, environment, future
energy, geosciences, project management, transportation, and water. - ISO 28000:2022 certification
- No
- ISO 9001 certification
- Yes
- Who accredited the ISO 9001 certification
- SGS
- ISO 9001 accreditation date
- Thursday 2 October 2025
- What the ISO 9001 doesn’t cover
-
The certification does not cover services outside of this defined scope::
Management, Consulting, Digital, Advisory, Engineering, Planning, Design, Architectural, Material Testing and Remediation & Contracting services provided to global markets. - Quality management systems (QMS)
- Yes
- CSA STAR certification
- No
- PCI certification
- No
- Cyber essentials
- Yes
- Please provide your Cyber Essentials Certificate Number
- Ada54153-1aec-48cc-8a66-e584ec0feaea
- Cyber essentials plus
- Yes
- Please provide your Cyber Essentials Plus Certificate Number
- Eb8d8130-cb03-443a-ade3-da7fd9529f34
- Other security certifications
- No
Social value
- Section B - Commitment for Future: Delivery
-
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 1: Fair work: That offers fair wages and good working conditions. Help people get a job, stay in work, and progress in their careers, with good employment opportunities across the country. Notes: Where there is a large proportion of labour costs in the contract, commercial teams should consider MAC in Outcome 1 as a priority
- New or retained jobs on the contract workforce in the relevant area that meet the criteria set out in MAC 1b, 1c and 1d
- Providing opportunities for, and measuring and monitoring of, staff workforce conditions over time, including employee engagement, involvement in decision-making and satisfaction and adapting to any changes in the results, with clear processes for acting on issues identified
- Plans to engage the contract workforce in deciding the most important workplace issues to address
- Monitoring of employee engagement rates (by protected characteristic) and, where necessary, the development of actions to ensure all voices are heard across the diversity of the workforce
- Employment contracts that reflect actual hours worked; steps taken to ensure employees understand their contracts and have the ability to review and adjust them if actual hours regularly exceed contracted hours
- Activities that support an environment where staff are educated about, and feel empowered to, address their physical wellbeing
- Activities that support an environment where staff are educated about and feel empowered to report and address bullying and harassment
- Activities to cascade good practice on fair working conditions throughout the supply chain
- Payment of more than the National Minimum Wage or National Living Wage (as appropriate) to the contract workforce
- Monitoring and reporting of gender and ethnicity pay gaps and plans to address them where necessary
- Entitlement to sick pay for the contract workforce, with provision in place for any staff who do not meet the earnings threshold for statutory sick pay, payment of sick pay from day one of absence and payment of staff on the contract workforce who are off sick a replacement income of 100% of their usual earnings for as long as possible
- Understanding of in-work progression issues affecting the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Measures to support in-work progression to help people in the contract workforce, to move into higher paid work by developing new skills relevant to the contract
- Support for the contract workforce by providing career advice, and providing opportunities for staff working on the contract with in-work progression career development into known skills shortages or high growth areas
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Volunteering opportunities for staff
- Understanding of the modern slavery risks and issues affecting the market, industry, sector or country (of origin or of source) relevant to the contract, and the workforce in the supplier’s own organisation and those of its key subcontractors
- Measures to identify, mitigate and manage modern slavery risks relating to the contract and how these will be implemented
- Outline policies and practices to be applied to or put in place for the contract to mitigate and manage modern slavery risks, including: Pre-employment checks, recruitment practices. Workplace conditions, safeguarding plans and processes in place and regular monitoring with relevant groups considered, which may include sampling
- How these flow down the supply chain and are monitored Illustrative examples include reporting, site visits, audits, etc.
- How to ensure business decisions re: price/cost, short lead times, payment timescales do not create modern slavery risks in the supply chain
- Means of influencing staff, suppliers, customers, communities and/or any other appropriate stakeholders with respect to modern slavery risks relating to the contract
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 2: Skills for growth: Supporting growth sectors and addressing skills gaps.
- Understanding of employment and relevant skills issues, and of the education and training issues relating to the contract. Illustrative examples: demographics, skills shortages, new opportunities in high growth sectors, geographic/local community and skills/employment challenges
- Support for educational attainment relevant to the contract, including training schemes that address skills gaps and result in recognised qualifications
- Activities to support relevant sector related skills growth and sustainability in the contract workforce. Illustrative examples: careers talks, curriculum support, literacy support, safety talks and volunteering
-
Mission: Kick start economic growth. To secure the highest sustained growth in the G7 - with good jobs and productivity growth in every part of the country making everyone, not just a few, better off.
Policy Outcome 3: Resilient, innovative and flexible supply chains: Support economic growth through enabling resilient businesses, opportunities for small businesses and voluntary, community and social enterprises
- Understanding of the types of businesses in the market and the level of participation by new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Activities to identify opportunities to open up sub-contracts under the prime contract to a diverse range of businesses, including new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutuals
- Plans for engaging a diverse range of businesses in engagement activities prior to appointing subcontractors (including activities prior to award of the main contract and during the contract term)
- Activities that demonstrate a collaborative way to work with a diverse range of businesses as part of the supply chain
- Structuring of the supply chain selection process to ensure fairness (e.g. anti-corruption) and encourages participation by a diverse range of businesses, including with regard to new businesses, entrepreneurs, start-ups, SMEs, VCSEs and mutual
- Understanding of local demographics, needs and opportunities for the co-design of the goods, services and works to be delivered under the contract
- Methods for engaging with different parts of the community (including the education system and charities representing the community) and how communities come together to inform decisions, strategy and projects to leave a positive legacy for future generations
- Measures to involve local stakeholders and/or users in design (e.g. in the design of services, systems, products or buildings)
- Plans for positive actions with community groups.
- Measures for making facilities used in the delivery of the contract available for community groups, education or training
- Measures to engage users and communities and build relationships to increase community integration build trust and influence how the contract is delivered
- Plans to respond flexibly and adapt approaches to community engagement and initiatives
- Support for community-led initiatives relevant to the contract. Illustrative examples: improving transport links; reducing loneliness; helping with English language proficiency; and facilitating social mixing among people with different backgrounds
- Collaborating with anchor institutions and community groups to make facilities available for education, training or community events
-
Mission: Make Britain a clean energy superpower: To cut bills, create jobs and deliver security with cheaper, zero-carbon electricity by 2030, accelerating to net zero
Policy Outcome 4: Sustainable procurement practices: Reducing carbon footprints, minimising waste, and promoting the use of clean energy and green technologies.
- Understanding of opportunities for additional environmental benefits delivery in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Collaborative ways of working with the supply chain to deliver additional environmental benefits in the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Delivery of additional environmental benefits through the performance of the contract, including working towards net zero carbon emissions and use of clean energy and green technologies
- Understanding of how to influence staff, suppliers, customers, communities and/or any other appropriate stakeholders through the delivery of the contract to support climate and nature protection and improvement
- Activities to reconnect people with the environment and increase awareness of ways to protect and enhance it
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 6: Employment and training: For those who face barriers to employment
- Understanding of employment and skills issues, and of the skills and employment shortages of high growth sectors relating to the contract
- Creation of employment opportunities particularly for those who face barriers to employment, such as prison leavers, care leavers and/or who are located in deprived areas, and for people in industries with known skills shortages or in high growth sectors
- Delivery of training schemes and programmes to address any identified skills gaps and under-representation in the workforce for the contract (e.g. prison leavers, care leavers, kinship carers, disabled people)
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- Understanding of the issues affecting the representation of disabled people in the workforce in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors
- Collection of the views and expertise of disabled people and their representative organisations on successfully supporting disabled employees or applicants
- Inclusive and accessible recruitment practices, and retention-focused activities, including those provided in the Guide for line managers on recruiting, managing and developing people with a disability or health condition
- Introducing transparency to pay and reward processes
- Offering a range of quality opportunities with routes of progression if appropriate, e.g. T Level industry placements, students supported into higher level apprenticeships.
- Working conditions which promote an inclusive working environment and promote retention and progression
- Other measures to provide equality of opportunity for disabled people and those with health conditions into employment, including becoming a Disability Confident employer and inclusion of supported businesses in the contract supply chain
- Understanding of the issues affecting inequality in employment, skills and pay in the market, industry or sector relevant to the contract, and in the supplier’s own organisation and those of its key sub-contractors. Measures to tackle inequality in employment, skills and pay in the contract workforce
- Inclusive and accessible development practices, including guidance for line managers on recruiting, managing and developing people with a disability or health condition
-
Mission: Break down barriers to opportunity: By reforming our childcare and education systems, to make sure there is no class ceiling on the ambitions of young people in Britain
Policy Outcome 7: Creating a pipeline of opportunities: For the contract workforce, reducing barriers to entry for under-represented groups.
- Understanding of the issues affecting the development of new skills by target cohort
- Understanding of the underlying factors affecting improvements to reduce barriers to entry and training schemes for the target cohort(s) related to the contract workforce
- Other measures to offer development opportunities for the target cohort(s) in the contract workforce
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
- Understanding of issues relating to entering the contract workforce
- Creation of outreach activities to create a pipeline of employees for the future contract delivery
- Content of the outreach activity is designed to suit the target cohort
- Advertising, promotional and outreach activities designed to raise awareness of the offer to reach the target cohort
-
Mission: Build an NHS fit for the future: That is there when people need it; with fewer lives lost to the biggest killers; in a fairer Britain, where everyone lives well for longer.
Policy Outcome 8: Increasing productivity through physical and mental wellbeing: In the supply chain and communities in the relevant area.
- Understanding of issues relating to health and wellbeing, including physical and mental health, in the contract workforce
- Understanding barriers to access to health and social care services or employment opportunities e.g. digital inclusion
- Inclusive and accessible recruitment practices, development practices and retention policies that support-focused activities including those provided in the Guide for line managers on recruiting, managing and developing which support people with a disability or health condition
- Actions to invest in the physical and mental health and wellbeing of the contract workforce
-
Service documents
Request an accessible format
If you use assistive technology (such as a screen reader) and need versions of these documents in a more accessible format,
email the supplier at ukbids@ghd.com.
Tell them what format you need. It will help if you say what assistive technology you use.