Business Analyst Finance Process and Systems

Kick-start your career in the online gaming world and experience the very latest in technology and innovation.

We’re Super Group, the NYSE-listed digital gaming company behind some of the world’s leading Sports and iGaming brands, including Betway and Jackpot City. We’re a powerhouse built on decades of expertise and we’re changing the game for good. Our mission is to give our customers a superclass entertainment experience.

We’re on a thrilling journey of growth and innovation, and we need passionate, driven individuals to join us. At Super Group International, every day is action-packed, and we expect you to bring your A-game. In return, you’ll find a supportive environment where your skills can flourish and your career can soar.

Ready to become a game-changer? Supercharge your career with us and be part of something extraordinary.

We’re building experiences that wow our customers – and that starts with bold, curious people who want to do work that matters.

If you’re hungry to grow, excited by impact and ready for a challenge that will supercharge your career, this could be your moment.

As a Business Analyst Finance Process and Systems, you’ll own how our finance processes run, end to end, and how they land in our systems. You’ll work across our ERP — Microsoft Dynamics 365 Business Central — and everything that feeds it or draws from it, as well as our Enterprise Performance Management system (TM1/EPM). You’ll map both layers: the business process as the people running it understand it, and the system process underneath.

This is a process role first, and a systems role second.

Your drive and ideas will help us move faster, improve smarter, and stay ahead of the game.

• Map end-to-end finance processes and the systems that run them, across record to report, procure to pay, accounts payable, travel, intercompany, tax, fixed assets, leases, close and consolidation, FP&A, etc.
• Map the system process underneath each one: which system does what, where the hand-offs sit, what every integration carries, and where the control points fall
• Keep the two views joined up, so a business process change can be traced to the system steps it touches and a system change can be traced back to the people it affects
• Find where the same process runs differently across entities, regions or teams without a good reason, and make the case for a single standard way of working
• Design target processes that are standard by default and deliberate about their exceptions, with local statutory requirements handled as controlled variations rather than as separate processes
• Analyse the high level calculation and allocation rules held in our EPM platform that generate journals posted into the ERP, including cost allocations, splits and waterfalls, accruals and provisions
• Document those rules in business terms: what the rule does, the driver behind it, who owns it, the basis it uses, how it is approved and what evidence it leaves
• Specify integrations from a business standpoint. What data moves, at what level of detail, on what trigger, who owns it on each side, what happens when it fails.
• Agree and document data contracts and process ownership, so that no team builds against an assumption another team has not signed up to
• Turn all of this into a functional business requirement document the delivery teams can build technical documents against, with traceability running from the process step to the requirement
• Design controls into the process rather than bolting them on afterwards: approval points, segregation of duties, reconciliations, and the evidence a SOX tester will ask for
• Run workshops with process owners across Finance, Tax, Treasury, Procurement and the operating…