Narada Pascal
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Narada Pascal

Principal ConsultantSpecialising in Quality Assurance Testing (QAT), Technical

With over 12 years experience as a skilled consultant, Narada values transparency in his approach to consulting for digital transformation, understanding desired outcomes and then delivering rapid results. Narada specialises in QAT and Technical: Development, Software, Infrastructure, Security & DevOps.

Hanover are proud to support a range of UK Government Departments in their mission to deliver digitised, optimised, public services for the benefit of UK Citizens through consulting and team building.

Our services are available through the following frameworks:

  • G-Cloud

  • DOS

  • Bloom/NEPRO 3

  • PSR

  • "I worked as a Hanover associate on a complex central government technology project. The working relationship with them was over a sustained period of time and I always found them to be supportive and knowledgeable, both on the associate and project side. They understood the complexity of the technical project I was landing into and it was a great fit for my skills, resulting in the right outcome for the client."

    Silvia

    Software Engineer

  • ​"Unlike other recruiters, Hanover treats contractors like human beings, rather than revenue-generating commodities! I would not hesitate to recommend their consultants"

    Chris

    Project Manager

  • ​"Hanover were clear, friendly and straightforward. Their intuition about roles suited to me was excellent and now I love my job!"

    Karin

    SEO Analyst

  • ​"My biggest appreciation of Hanover is that they helped me believe in my own work. It completely paid off and I got the job!"

    Henry

    Digital Designer

  • "What especially impressed me was that Hanover truly listened to what I was looking for and what my expectations for career progression were."

    Teri

    UX Designer

  • ​"Not only were Hanover great to deal with but they also followed up with me when I started in my new job to see how I was settling in." 

    Tom

    System Admin

  • Software Engineer
  • Project Manager
  • SEO Analyst
  • Digital Designer
  • UX Designer
  • System Admin
  • Technical
    Frontend Developer - SFIA 5

    A Front End Developer is needed for a large Central Government department, with a strong focus on accessibility with user-centric design, skilled in semantic HTML, CSS/JavaScript and GDS experience would be beneficial. Using agile methods, you will work closely with other members of the scrum team throughout the development cycle in order to design, build, test, maintain and support new digital services.What you’ll do:Build, deploy and operate outstanding digital services within an agile environment that meet well-defined user needs. Provide mentorship and/or line management for more junior Front-end developers where necessary.Contribute to a culture of continual improvement in which key systems “owned” by your digital service team are regularly analysed, maintained and improved. Contribute to a robust automated test suite to work in a continuous integration environment. Become involved in the wider web development community, building relationships with other front-end developers and identifying best practices we can adopt. Sharing knowledge of tools and techniques with technical and non-technical team members in the wider digital team and across government. Completion of work allocated within agreed time, cost and quality criteria and providing progress reports on assigned work as required Prompt escalation of problems, issues and risks as necessaryWhat you’ll need: HTML, HTML5, CSS, CSS3, SASS, BEM (Block, Element and Modifier naming convention) Digital, Open Source, Scala, Play Framework, JSON, XML, Microservices, JavaScript, Node.js, REST, JUnit, Selenium (Automation), Git, Github, accessibility standards, WCAG 2.1, accessibility testing tools such as WAVE, Pa11y, Siteimprove Open Source & Digital experience - the ability to pick up new tools.

    Apply Now
  • Technical
    Lead Java Developer - Outside IR35

    A lead Java Developer is required for a large Central Government department on a mission critical project which will run for circa 6-12 months. This role requires skills across Java, API’s and Microservices.Your role:   You'll lead a team of Software Engineers in addition to delivering the hands-on element of designing, running and improving software and applications that meets user needs. In this role, you will:  Take on the Lead position within the Development team Be responsible for writing clean, secure code following a test-driven approach Create code that is open by default and easy for others to reuse Have strong Java development experience  A developer delivers software components that form part of a product. In this role, you will: Manage a team of Java Developers Develop software to meet user needs Follow best-practice guidelines and help to improve those guidelines Operate the services they build and identify issues in production Skills needed for this role:    Availability and capacity management. You can manage the service components to ensure they meet business needs and performance targets.  Development process optimisation. You can explain the importance of developing process efficiency and the common ways in which processes are optimised. You can support specific activities to improve development processes. You can spot or identify obvious deficiencies.  Information security. You can discuss information security. You can design solutions and services with security controls embedded, specifically engineered as mitigation against security threats as a core part of the solutions and services.  Modern standards approach. You can competently use a modern standards approach and guide others in so doing.  Programming and build (software engineering). You collaborate with others when necessary to review specifications and use these agreed specifications to design, code, test and document programs or scripts of medium to high complexity, using the right standards and tools.  Prototyping. You see prototyping as a team activity, actively soliciting prototypes and testing with others. You establish design patterns and iterate them. You know a variety of methods of prototyping and can choose the most appropriate ones.  Service support. You can help fix faults following agreed procedures. You can carry out agreed maintenance tasks on infrastructure. Systems design. You can translate logical designs into physical designs. You can produce detailed designs. You know how to document all work using required standards, methods and tools, including prototyping tools where appropriate. You can design systems characterised by managed levels of risk, manageable business and technical complexity, and meaningful impact. You can work with well understood technology and identify appropriate patterns. Systems integration. You can build and test simple interfaces between systems, or work on more complex integration as part of a wider team. User focus. You know how to collaborate with user researchers and can represent users internally. You understand the difference between user needs and the desires of the user. You can champion user research to focus on all users. You can prioritise and define approaches to understand the user story, guiding others in doing so. You can offer recommendations on the best tools and methods to be used.  

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  • Technical
    C# Developer - Inside IR35

    We're looking for skilled C# Developers to join a Central Government department on a mission critical programme.  This is a main modernisation programme, moving towards Azure cloud and MS Dynamics platform.  Tech; 2x Data layers, DAL; simple API, Orchestration layer in APIM for load balancing and orchestration of multiple APIs.Experience with Azure API manager – APIM in IPAS environmentWriting APIs in C#Azure functions and pipelines.Configuration and Power Apps.

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  • Technical
    SC Cleared Technical Architect

    An SC Cleared Technical Architect is needed to join a large Central Government department on a mission critical project. This role will be remote working, 6+ months, Outside IR35 and to start ASAP.  You will undertake structured analysis of technical issues, translating this analysis into technical designs that describe a solution, be consulted about design and provide design patterns, identify deeper issues that need fixing look for opportunities to collaborate and reuse components and communicate with both technical and non-technical stakeholders.   Skills needed for this role:   Bridging the gap between the technical and non-technical. You can speak on behalf of technical teams and facilitate relationships with indirect stakeholders.  Governance. You understand how governance works and what governance is required. You can take responsibility for the assurance of parts of a service and know what risks need to be managed.  Making and guiding decisions. You can make decisions characterised by managed levels of risk and complexity and recommend decisions as risk and complexity increase. You can resolve technical disputes between peers and indirect stakeholders, taking into account all views and opinions.  Strategy. You can apply strategy, using patterns, standards, policies, roadmaps and vision statements. You can challenge them and provide guidance.  Turning business problems into technical design. You can design systems characterised by managed levels of risk, manageable business, and technical complexity and meaningful impact. You can work with well understood technology and identify appropriate patterns.  Understanding the whole context. You can understand trends and practices outside your team and how these will impact your work. You can see how your work fits into the broader strategy and historical context. You can consider the patterns and interactions on a larger scale. 

    Apply Now
  • Product & Delivery
    SC Cleared Business Analyst

    An SC cleared Business Analyst is required to join a Central Government Agency in a major programme of work with a ServiceNow environment. You'll be able to:  manage stakeholder relationships work independently have a good understanding of your own work area advance the BA community through the sharing of best practice and mentoring others Your skills:   Agile working. You can identify and compare the best processes or delivery methods to use, including measuring and evaluating outcomes. You know how to help the team to decide the best approach. You can help teams to manage and visualise outcomes, prioritise work and work to agreed minimum viable product (MVP), print and scope.    Business analysis. You can investigate problems and analyse options for new and existing services. You know how to provide recommendations to solutions. You can work with stakeholders to identify objectives, opportunities and potential benefits available.  Business improvement process. You know how to analyse current services and processes, and can identify and implement opportunities to optimise these. You can help to evaluate and establish requirements using relevant techniques such as gap analysis.  Business modelling. You can use a wide range of techniques to model situations confidently. You know how to gain the necessary agreement needed from subject matter experts and stakeholders, ensuring they review the results to fix any issues.  Business process testing. You know how to report on system quality and collect metrics on test cases.  Digital perspective. You have the ability to apply a digital understanding to your work. You can identify and implement solutions for assisted digital.  Enterprise and business architecture. You understand and can apply the current target operating model to work.    Innovation. You know about innovation and can apply this to your own work.  Methods and tools. You can select and support the most appropriate tool or method.  Requirements definition and management. You know how to source requirements. You can facilitate the setting of business priorities for change initiatives of medium complexity. You can manage and implement requests for changes to baseline requirements.  Stakeholder relationship management. You know how to identify important stakeholders, tailoring communication to their needs, and work with teams to build relationships while also meeting user needs. You have the ability to take opposing views to reach consensus. You understand how to work with stakeholders and contribute to improving these relationships, using evidence to explain decisions made.    Testing (business analysis). You can review requirements, specifications and define test conditions. You can identify issues and risks associated with work while being able to analyse and report test activities and results.  User focus. You can identify needs and engage with users or stakeholders to collate user needs evidence. You understand and can define research that fits user needs. You can use quantitative and qualitative data about users to turn user focus into outcomes.   

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  • User-Centred Design
    Interaction Designer

    Your role•    Work as part of a multi-disciplinary team to deliver highly user focused and successful digital services. •    Produce design concepts for digital services, often working to very tight deadlines, and work with front end developers to implement those concepts. •    Work with user researchers to ensure all output, internal and external, is well designed and user focused. •    Design and create communication material ensuring all elements are well designed, consistent and user focused. •    Partner with colleagues to facilitate a consistent user experience, including by designing reusable elements of a digital service. •    Build relationships and work effectively within an agile delivery model with colleagues and external providers, for example user researchers and business analysts. •    Deliver high quality finished digital service designs that meet web standards and GDS/GOV.UK design principles, ensuring that elements such as accessibility are built into designs from the outset. •    Proactively seek new learning opportunities and look to continually improve by gaining feedback from your peers and the business.Your profile Practical experience in designing interfaces and transaction flows for the web. Ability to prototype for the web & design in browser. A good basic understanding of web technologies and how they affect design, including accessibility. Experience of web and mobile application interface design. Core skills: sketching, design production, hand-coded HTML & CSS, rapid prototyping; Responsive web interactions design for mobile devices.

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  • Data
    Data Engineer

    Data Engineers needed for a Central Government department to work on a mission critical programme. This role requires active SC clearance given the nature of the work and will be remote working for it's entirety. Core Capabilities – Cloud (AWS)/Linux/Code Mgt (Gitlab)DenodoTalendSAS Viya + VA/VI/BasePentaho BAPentaho DIPL/SQLDesirable:Informatica Powercenter/IICSPowerBI

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Digital Transformation
public sector consultancy

​Implementing a Public Sector Digital Transformation is no easy task. With a multitude of issues to tackle, digital transformations need to be thoroughly researched, strategically planned and driven by motivational leadership. The UK Government claims to be one of the most digitally advanced in the world. They’ve developed GOV.UK and opened its code, allowing it to be replicated by other governments. The Government Digital Service (GDS) is leading digital transformation and local authorities are also expanding digitally with a variety of initiatives. From Oxford City Council using chatbots to Aylesbury Vale District Council using AI for responsive web chats. But, there’s still a long road ahead in optimising services for the wider public. Reaching the public at large means creating a service that works for everyone. Not only does it need to be functional and accessible, but also secure and sustainable, with an excellent user experience. When a digital transformation takes place within government, it faces a unique set of problems with long-term consequences for failures.​ So it’s important to ensure you tackle these 5 challenges in order to achieve success…​1. Future Proof FunctionalityFunctionality is key. There are around 1 billion individual transactions a year with central government departments, rising nearer to 1.5 billion when other organisations such as local government are accounted for. For successful transactions you’ll need to start by looking at user workflows for the full lifecycle of transactions and the functionality that supports these transactions. How does this currently work (if at all) and where do you need real change?You should identify the right technologies that will work with any existing systems or consider a complete upgrade. This is an area for careful consideration as some government departments have legacy contracts or software licensing that will need to be reviewed. Many new tech options are cloud reliant and some government business-critical systems can prohibit software in a third-party or cloud environment.This is where research plays a huge part. If you’re unclear on the technologies you need, then you will need to review your current situation with the help of a qualified professional or an expert consultant. Any new technologies you implement should be fully connected, sustainable for future improvements and offer opportunities for automation.​2. Establishing TrustBeyond large scale project management considerations, the government also needs to consider inclusivity. In 2011, around 150 million calls a year to government were self-reported as avoidable. This strain on government systems and employees is costly but there needs to be an understanding of why the public are calling, rather than using a digital alternative.The public sector supports many vulnerable groups of society and these people will fall into core demographics for utilising government services. In 2018, there were still 5.3 million adults in the UK who were digitally excluded because of a lack of internet access, or low levels of digital literacy. These people need to be catered for.This means using innovative thinking and a user-focused approach to improving services by implementing the skills of User Researchers, User Experience Designers and Customer Experience Leads. Transformations need to establish trust, promote security and put users at ease by making information clear and easily accessible.​3. Demographic ResearchTo establish a successful transformation, you should consider not just what the government objectives are, but also who your users are and what they need.Research will give you a clear understanding of who your core demographics are and their drivers in using a particular service. The needs of the elderly accessing healthcare are in direct opposition to a 30-something searching for local business support.Whilst some functionality can be replicated to suit a variety of needs, not all services are purely transactional and require in-depth understanding of end users. What are their painpoints? What problems can you solve for them? Adopt a data first approach. The government has a huge amount of data at its fingertips. With the right analysts you can gain a unique understanding of the demographics who will utilise your services and their online behaviours. This allows you to design effective workflows, creating positive outcomes and speeding up processes.​4. People and CultureOne of the biggest impacts on whether a digital transformation is successful, is culture change. Transformations involve a fundamental change to current ways of working. Existing employees will need to adapt, and in some cases you will see prominent skill gaps with a need to upskill.Having the right leaders in place will be crucial to managing culture change and shifting mindsets. Project leaders need to manage employee expectations and their development, as well as motivate them through cultural changes.Make no mistake, people are going to be the foundation of your project. You will almost certainly need to employ either interim staff or permanent employees, as you’ll need fresh, innovative thinking and defined specialist skills. Having an effective team, made up of industry experts enables you to deliver substantial change quickly.With contractors, you can progress projects at higher speed and they can also upskill your existing employees. Bringing in new, permanent employees gives you the reassurance that changes can be maintained and continually optimised.​5. Cost-effective ProcurementAccording to Deloitte Digital, 79% of government organisations find procurement to be a challenging area to manage in their transition to digital. Many consulting services can be incredibly expensive and you’re not always guaranteed the right results.There are several government platforms to help you find accredited and trusted suppliers, including G-Cloud and the Digital Outcomes Specialists frameworks from the Digital Marketplace , both of which Hanover are listed on.When it comes to procurement, there’s lots to think about. You’ll need to look at any rules and regulations for your department and if you have any existing legacy contracts. Before you engage with a supplier, identify your objectives and the problems you are looking to solve.Any decent consultancy service should be able to offer you a free advisory discussion. Because how can a supplier claim to help you if they don’t have a clear understanding of your project? If you’re undertaking a digital transformation, find a service that can be flexible and can scale according to your needs. This should also include flexibility when it comes to budget, and rather than going with a supplier offering set packages, instead look for a service that can be tailored to your needs.Need help with your digital transformation? Undertaking digital transformations, whether small or large scale can be daunting. With a solid brief, clear objectives and the right support in place you can set yourself up for success. The initial stages are the most important to ensure the process is cost-effective and that timelines will be met.Find out more about our services and how we can support your digital transformation goals

Transform
digital transformation projects

​‘Digital transformation’ is fast becoming a buzzword of 2019. To fully leverage business opportunities, companies are now incorporating a mix of digital technologies and culture changes in order to accelerate business growth in a strategic and prioritized way.Many companies are either in the full flow of a digital transformation, have road mapped their transformation journey and are ready to kick start delivery, or are only now starting to think about embarking on their own transformation. 63% of UK businesses said they have a formal digital transformation strategy.Conversations I have had with C-suite professionals and leaders about their journey and transformation seem to echo similar thoughts, feelings and in some cases, misconceptions. I’ve highlighted some of these below to shed some light on the myths around digital transformation, which will hopefully allow you to get well on your way to achieving a true digital transformation.​Myth 1: Digital transformation means better technologyThe most common myth or misconception is that digital transformation is solely focused on technology. Technology upgrades will support or drive digital transformation but the objectives may be for entirely different reasons including culture change, customer experience or leveraging business opportunities.Part of this myth is that if a company upgrades its technology, then the transformation is successfully complete. Whilst technology is vital to the transformation, it doesn’t complete it. You’ll need to look at your business processes, policies and the willingness to adopt this transformation by employees within the organisation.One of the most challenging aspects of any transformation is adopting change. Undergoing a digital transformation will have a significant impact on employees and buy-in is crucial. Research by agency Organic, reveals that 62% of staff felt that the biggest barrier to digital transformation is not having a clear leadership mandate.The survey of digital and marketing professionals found that 58% agree that managers are among the most valuable stakeholders in digital transformation projects; the same percentage say this for heads of departments, while 57% single out directors.​​Myth 2: Digital transformation only matters to tech and software companiesYour company doesn’t need to be a hot tech startup in order to embark on a digital transformation journey. The number of UK businesses with formal digital transformation strategies has more than doubled over the past 12 months, according to a survey by Daisy Group.There are companies across a variety of industries who are undertaking a transformation journey and they have enjoyed significant benefits from doing so. We are seeing more recruitment requirements from traditional companies now taking on digital transformation projects including shipping, legal, banking, finance and insurance. These long-standing industries are now being targeted as areas for development by startups and so established leaders are looking at ways to digitally transform their services in order to maintain a competitive advantage.​​Myth #3: Digital transformation can waitTechnology is changing at an increasing speed, so if you need to start a digital transformation project then you can’t afford to delay. The longer you wait the harder it could get. Also, while you continue your business as usual, is one or more of your competitors digitally transforming? And will this transformation mean they take a portion of your customers? What impact will this have on your business?Every day I speak with organisations who are on their journey and work with me to support them in identifying and attracting the best talent in the market to complete the next piece of their digital transformation. Having the right employees to drive digital transformation can make or break your project.With new processes and new technologies you will find a need for new employee skills. In a recent survey of digital professionals by Econsultancy, more than 50% of respondents highlighted the challenge of finding employees with the right transformation skills. 25% characterised sourcing talent as a ‘major challenge’.​​Things to think aboutIf you decide to undertake a digital transformation project then make sure you have a clear objective and strategy. What are your priorities and what has brought about this need for transformation?Technology – Consequence of technology changes or a need which becomes pressingCustomer – Needs of your customers, threat of competitors or changes to industry/marketEcosystem – Changes in economy, ecosystem, regulations or geopoliticsSociety – Innovations with a profound impact on society​The types of technologies you need will depend entirely on what your digital transformation project is looking to achieve. Will you need to update your CRM? Add on an automated email platform? Or find ways to better support your customers?Think about how you will update processes, activities and campaign models. Finally, do you have the employee infrastructure to support your project?We’ve found that contractors can be an incredible resource for digital transformation projects. They offer vast technical experience, flexibility and can fill short-term skill needs. They can even train your current employees and help with adoption of new technologies and processes.If you’re looking to hire for your digital transformation, we can support you with tech and digital professionals to ensure your project succeeds.​Need help with your Public sector transformation? Click here!Private sector transformation? Click here!