Director Data & Digital Enterprise Architecture
Jacobs Engineering
Total des années d'expérience :23 years, 4 Mois
• Interim Director of IT Strategy and Enterprise Architecture, NEOM THE LINE (Consultant) - Establishing the IS Strategy as well as the EA, SA and Data Governance Teams. Directly enabling key Projects in Design & Engineering and Construction & Logistics etc.
• Data & Digital Enterprise Architecture - lead the Data and Digital EA Practice comprising Enterprise Architects, Business Architects, Solution Architects, Product Architects and Data Specialists. A client facing EA practice within the EMEA Digital Operating Unit (digital product management, software and development, domain technical professional services e.g. GIS) purposefully scaling a wide variety of digital products and solutions across Water & Environment, Transportation (Rail, Aviation, Road), Local Governance and Cities and places and enabling Jacobs transformation from professional services and complex solution provider.
• Programme Data Services - Working with the Major Programmes and Projects operating unit, architecting and designing a game changing mega project analytics solution with scalable COTS integrations (e.g. Oracle P6, PRISM, Xactium etc) based on a Data Mesh Platform approach, providing increasingly predictable programme outcomes (scope, cost, schedule, carbon) through a range of Data Products from MI to productionised Machine Learning.
• Data Transformation Programme (DTP) - led the development of a multi-year Data & Analytics Operating Model transformation, to align people, process and technology and enabling the insurer achieve its highly ambitious Fix, Transform and Disrupt with data agenda. Through an innovative Data to Improvement Value Stream and flexible yet well governed Central Data Platform (CDP) exploring, experimenting and exploiting atomic data, the motor insurer is able to provide a tri-modal delivery across: extract, insight and innovation (data science), balancing speed and trust to meet high value uses cases and rapidly productionising decisioning to provide competitive advantage. Technologies: Microsoft Azure, Radar Live, Emblem.
• Enterprise Architecture Practice - Supported the CIO develop the first iteration of a Viable Enterprise Architecture Operation Model to complement Solution Architecture, better align Strategic Planning with Portfolio Management and introduce architectural thinking across the leadership group as the organisations pivots to multi-products, multi-channels.
Data Strategy - Led the formalisation of a capability-based Data Strategy and supported by an outline Current Operating Model to ensure the various data teams and data technology investments were aligned with the societies business and member goals, approach to improvement through systems thinking and broader digital ambitions. The strategy was promptly approved by the board along with a five steps analytics accelerator roadmap: cloud native data hub, analytics practice build, warehouse migration, report migration and SAS migration.
Working with the VP for Strategy and the CLT, supported strategy modelling and led the definition of the Current Operating Model (COM) for a complex B2B business aiming to grow and improve EBITDA. The scope of the COM covered EMEA and APAC across four lines of business: Focused Industries e.g. Foods, CASE, Pharma. etc, Local Chemical Distribution (LCD), Bulk Chemical Distribution (BCD) and Service Solution Centres, with the aims of streamlining and digitisation. Technologies included: SAP, Salesforce & Q Pricing, SD-WAN etc.
Working with the CDO, led the development of a transformative TOM to implement the revised Data Strategy, ensuring all major functions (Data Architecture, Metadata, Data Engineering, Data Science and BI/Analytics) could meet the operational and strategic needs of the bank (retail, commercial, investment). A foundation of the TOM included a series of Business Model Canvas (BMC) workshops with senior leaders and alignment the Business Capabilities, Processes and Services along with the Big Data Reference Architecture (Data Lake, cloud-based Enterprise Data Warehouse i.e. Snowflake). Technologies included Mainframe, KAFKA, Cloudera, Microstrategy, Snowflake, API first etc.
• Business Strategy - Headed development of a multi sourced, cloud first ICT and Information Strategy for a green-field ICT organisation - Future Services Organisation (FSO), for the Department of Health and Social Care (DHSC) and partner organisations.
• EA Practice and TDA - Established and led the EA Practice, including EA Framework and Tooling, comprising Business, Service and Technology Architects working closely with Security and Solution Architecture in concert with Architecture Governance groups (AGB, TDA/CDA).
• TOM, Business Design & Roadmap - Developed the Strategic and Transitional Architectures of a multi-sourced TOM based on best practice (COBIT, ITIL, IT4IT, TOGAF, Archimate, DMBOK, GDS) using SIAM as an approach to manage multiple vendors of Business and IT Services. Governing and integrating service providers to provide an accountable “single” business-facing IT organisation. The Transitional Architectures drove solution design project delivery work (e.g. requirements, polices, processes etc.). Technologies included O365, ServiceNow, WAN/VPN, Monitoring & Reporting, CMDB etc.
Led the development of the Business Model, Design Principles, conceptual TOM and subsequent Roadmap for the MPS International division. The TOM, based on the ACORD “Insurance” Reference Architecture, covered eight international territories, accounting for over half of MPS Group’s membership and revenue. Key value streams included membership administration, claims (indemnity), advice, education and product development. Technologies included iSeries, Proactis, Coda Financial etc.
Leading the development and alignment of programme level architectures (all domains) for Future SMART payment and ticketing solutions (over the next 5 years and beyond) across Greater Manchester.
Managing a team of architects and analysts whilst collaborating with wide transit stakeholders across the north of England.
Led the development and socialization of the Charity’s 5 year Business Change & IT Strategy and transformation roadmap, working with the CIO and Executive Group, utilizing Gartner’s IT strategy framework.
Established the strategic business design (inc. Business Motivation Model, Business Model Canvas, Capability Map, Value Streams, Information Maps) in line with group and functional (clinical) strategies, for each of the Charity’s care pathways, working with the Chief Medical Officer (CMO), CFO and clinical leadership.
Responsible for developing and leading the enterprise architecture (business, application, data, technical) and business analysis practice across the group. I was a member of the corporate strategy group, and also established a Technical Design Authority (TDA).
Led the design and establishment of capability-based Business Plans and Budgets (CAPEX and OPEX) along with the resultant strategic and operational change portfolios.
Led and developed the societies risk based Integrated Change Delivery Framework and Procedures combining P3M, Solution Architecture, Business Analysis and Change Management best practices, ensuring agile, effective and beneficial change across the society.
Established an integrated Business/Enterprise Architecture approach, standard, framework and method combining TOGAF, BIZBOK, Zachman and a banking industry reference model (e.g. BIAN). Responsible for evangelising and aligning Business & Enterprise Architecture with other functions e.g. Strategic Planning, IT Architecture and Business Analysis. And oversight and leadership over the Business Analysis function.
Lead architect of multiple strategic enterprise solutions including: Lending and Savings (including ISAs) digitisation/transformation, IRB and Single Customer View (SCV) in support of the societies Segmental Lending Strategy and aspirations for a Service Oriented Architecture (SOA). Key Business Architecture models including: an integrated Capability Map, an Information Map and core Value Streams: Savings and Lending.
• Business Architecture & BPM Framework - Lead architect for the Corporate BPM Centre of Excellence. Key in the development of the enterprise BPM & Change Management Governance Framework as well as the overall programme business case presented to the BoD.
• Intelligent Oil Field Programme (IOF) Solution Design - led the engagement of the Gas Lift Optimisation and Waterflood Management programmes within the upstream business. Demonstrated the concept and value of integrated BPM and Business Architecture through ARIS’s Model to Execute Framework. This included the deployment of ARIS’s MashZone (visual analytics software) linked directly to the Value Stream.
• Corporate Rationalisation - Led process workstream, covering corporate Business Process Capture alongside Review & Support Optimisation. Developed the QP Business Model, focusing on systems, structure and processes for continuous improvement. The work principally maintained the development of Shared Services option, IOC/NOC benchmarking and outsourcing.
• Project Implementation Team (PIT) - Further to a KPMG review of QP’s Information Technology related Business Processes and Information Technology Systems, I managed the reporting of the following portfolio of initiatives: Policies/Procedure, Process Control Systems, SAP ES H/Check and Information Governance, all in accordance to APM’s PMBOK.
• Interim T&C MI Reporting - Led the development and implementation of the regulated Sales & Development Scheme (SDs) and Training & Competence (T&C) Recording and Reporting Solution.
• Post-Merger Gap Assessment Study - Led post-merger Gap Analysis Status Study, working with all relevant SMEs across Finance, SMKT and Risk and Operations (Call centre, Savings Service, Mortgage Admin, Insurance etc.).
• Honest Broker Services (HBS) TOM - Led an expert team that developed the blueprint (TOM) for a secure, green-field and ethically compliant healthcare data linkage service based on SAS.
• Information Governance Framework - Led the development of the national Information Governance Framework (IGF), bringing together the relevant legislation, standards and best practice guidance in information governance that apply to the processing (“secondary use”) of confidential patient information.
• General Practice Extract Service (GPES) - Led the development of various Service Operations Management processes, including Incident and Problem Management, for a complex and national scale multi-vendor primary care data service.
• Environment Management System (EMS) TOM - Lead for all EMS releases (x4, circa. £3.5m), and project manager for the initial release (circa. £3.5m). Managing 30 analysts and developers, we developed the solutions architecture and championed the Sparx Systems’ Enterprise Architect Platform database design.
• Service Management Transformation - Key member of Service Strategy & Design Improvement initiative across BT Health, working with stakeholders across multiple directorates identifying major costs savings and process improvement opportunities.
• EDon Phase 3.2, Jobcentre Plus - Lead Business Analyst across DWP, founding and pivotal member of EDon, a high-profile, award-winning Web Portal enabling UK Employers to place and manage vacancies with Jobcentre Plus (JC+) 24/7.
• IT Sourcing Strategy & Transition - Led offshore knowledge transfer, planning, and execution, delivering training in Egypt, Brazil, and India.
• SOA solution architecture, DWP - Developed and led first SOA based job placing pilot in conjunction JC+ and DWP in support of the revised JC+ channel vision.
• Defence Information Infrastructure (DII) Benefit Realisation, MoD - Lead consultant, DII Benefit Realisation Management Plan (BRMP).
• DII Trade-Off Model (TOM), MOD - Assessed capability provided by Public Sector Comparator (PSC) and other pertinent COIEA options for scoring within the DII TOM in consultation with Catalyze.
• DII Integrated Test Evaluation & Acceptance (ITEA), MOD - Led initial review of MOD ITEA process as it applies to DII.
• Co-ordinated On-line Register of Electors (CORE), ODPM - Technical lead, Quality Assurance of XML based Electoral Registration Systems.
• Fire Research Division, ODPM - Lead consultant defining requirements of risk-based modelling tool to determine national fire cover.
• Police Information Technology Organisation (PITO) ViSOR - Developed Accreditation Document Set (ADS) connecting probation services to the Police Criminal Justice Extranet (CJX).
• Employer Direct Online (EDon) Phase 1 & 2, Jobcentre Plus - Led backend and middleware development team for EDon solutions architecture, based on Oracle, BEA Tuxedo and BEA WebLogic.
• Labour Market System (LMS), Jobcentre Plus - Fulfilled various testing, programming (C/Tuxedo), system analysis/engineering and data migration (6-into-1 Project) projects.
• Tactical Network Design Station (TNDS), Royal Air Force (RAF) - Notably migrated and developed an accessible Network timeline GUI.
Upper Second Class) •Final Project: Simulating the Kinetic Model of Matter (First Class
Final Project: Care Process Management: Liberating the NHS