- Led architecture practice for No7 Beauty Company, resulting in a £20m benefit case.- Managed a £25m budget, developing technology strategies for five brands.- Led innovation, leveraging consumer research conducted by the incubator team. Initiated tech partnerships (JPMC, MS, MongoDB) to develop no-cost/low-cost proofs of concept and pilots, working with solution architects, developers, and engineers to prototype consumer wallet and adviser-facing apps. Utilised the incubator for real-life testing in Boots stores, resulting in a benefit case of £20m for a £750k scale-up investment.- Built a “Stronger Together” horizontal strategy aligning the 3-year roadmaps of Boots UK and No7BC, driving platform standardisation and integrated business efficiencies across WBA Retail International vertical units. - Utilising a domain-driven approach, spearheaded the development of current and future state domain architecture views across various brands within No7BC. This involved a strategic focus on understanding and optimising the unique domains within the organisation (customer, product, supply chain and commercial domains), ensuring alignment with overarching business objectives, and fostering a cohesive architecture framework.- Set up and embedded No7 Design Authority, No7BC business capability model with application portfolio mapping across No7BC business domains, dovetailing into the wider WBA International portfolios, Enterprise Design Authority and Technical Council for principles, patterns, and standards.

Led the architecture of the digital and customer domain in support of diversification and omnichannel strategy. • Developed Customer Experience roadmap and architecture runways to enable data-driven customer journey orchestration and optimisation for digital channels alongside contact centre transformation.• Worked with business and IT stakeholders to evolve the maturity of digital operating model to achieve seamless customer experience across Admiral products and services.• Horizon scanning to establish a Tech Radar in support of innovation in products and platforms

During my role as a Senior Director of Enterprise Architecture, I provided technical leadership to a direct team of enterprise architects covering enterprise infrastructure, data, and application architectures to streamline company operations. I superintended architecture and technology roadmaps for meetings and events, energy resources and marine, and military and government lines of business also establishing prioritisation techniques for budget cycle. Moreover, I delivered quality leadership to invest in digital capabilities and supervised 12 working groups of technology and architecture standards board through executive reporting and stakeholder management to eliminate duplicate and outdated standards.Key Achievements:• Designed and configured architected digital solutions to address gaps with contractual requirements for clients (Macquarie, UK Home Office, US DoD), representing five to seven-year contracts valued at $100M to $1B.• Initiated, designed, and executed KPI for the adoption of DevOps and open-source standards and solution patterns to DevOps movement across product teams.• Steered significant efforts in creating a data integration platform across all front and back-office solutions for meetings and events line of business enabling a global operating model to manage 30K events per year.• Architected solution for data and services across Global Partner Network to align with over 120+ wholly owned market subsidiaries.• Delivered in-depth knowledge and expertise to develop big data roadmap moreover oversaw technology standard adoption for cloud-based data lake such as Hadoop and Kafka related with the enterprise data warehouse to ensure data sciences develop innovative analytic products for corporate travel programmes.• Installed CRM and delivered finance systems transformation design with a budget of $20M and 2K staff members.. Led the architecture of GDPR at CWT.

In my previous role as a Lead Enterprise Architect, I have demonstrated expertise in savings of £30M over the last three years by shaping the digital agenda across the group. I headed diverse IT strategies and architected digital innovation options in multichannel client experience along with assisted business to shift towards cheaper channels for customer interaction. Furthermore, I collaborated with business stakeholders and delivery directors and implemented digital target architecture and platform strategies, feasibility studies, and proofs of concept to deliver a digital platform.Key Accomplishments:• Delivered customer service hub and IVR strategies to reduce approximately £1.5M annually by call handling times and agent productivity.• Saved £8M in five years by architecting a BPM and robotic process automation costing £1.2m to supplant back office manual workload.• Established £5M user experience platform and user experience monitoring enabling L&G to shift workload from contact centre to digital customer service channels. • Steered significant efforts in creating strategies for customer communication with, bulk email/SMS, eDocs, and web chat to decrease print and call costs around £6M.• Implemented customer intelligence strategy and leveraging existing data assets for retention and cross sell.• Championed digital self-service agenda such as My Account refresh and Customer Account View with annual benefits in excess of £7M.• Drove L&G digital transformation through membership of group digital board, customer service steering committee, architecture leadership team, enterprise architecture review board, innovation board, working group, and business architecture forum.

Lead Enterprise Architect: returned to Aviva as an independent consultant, leading the development of Enterprise level Reference Architectures (baseline and target) and the Roadmaps to achieve the Target model in line with Service Oriented Architecture. • Managed Stack architects to deliver consistent artefacts across all IT domains. Raising the TOGAF maturity level of the architecture department and governance approach.• Established a definitive Enterprise Systems Catalogue with product values, reporting the count of systems to decommission – in support of the CEO’s announcement to the City analysts. Working with Director of Strategy and Architecture and the Chief Architect, managed stakeholders to deliver the definitive list of operational portfolio.

Led the Solution Working Group bidding for the Police National Database for England & Wales. The SWG was a consortium including Serco Home Affairs, Oracle and EDS, making up a team of 20 solution architects and product specialists. Delivered a submission of 15000 words on the outline solution to PND, to National Police Improvement Agency. Developed Contingency plans in case of major outbreak of pandemic influenza.

Strategy and Change consulting with a focus on customer business and technology alignment, IT transformation, CIO agenda in Governance of IT investment portfolio and new development and design. • Implemented IT and Architecture governance processes in Financial Services Sector. Also leading and coaching IT Architects and Designers (up to 250, across cultural boundaries in the UK, Europe and America). Key assignments included:• GE Money Bank CEE – Target Architecture and IT Governance Model for a regional consolidation of acquired banks across Central and Eastern Europe • DVLA – Service Oriented Architecture, developed human centric workflows and asset repository lifecycle for reuse• Aviva UK - 2 assignments: 1. IT cost and efficiency review (achieved £50m cost and 300 FTE savings) 2. Enterprise Architecture Management lead (implemented Enterprise Technical Design Authority and governance of road maps and reference architecture guidelines)

Led a Workforce Management Info Architecture Initiative aimed to drive IBM global workforce management performance & utilisation reporting, resolving gaps and inconsistencies in the trusted sources on supply information, providing a set of key performance indicators for IBM Services in Europe. EMEA Lead for Application Portfolio Information Management (APIM) Project, which provides key business reports and metrics to achieve cost optimization. Scope and Benefits: IGS worldwide, with a focus on Cost Optimization and a goal of 20% cost reduction, giving IT managers a way to intelligently assess the cost and value of their application portfolio. APIM tracks costs of >1200 applications on a monthly basis, accounting for an annual cost of $250mChampioned the development of Application Performance Management using Business Value Metrics which track the rate of return on IT plan Investment vs. target business and financial benefits. Enabled measurement and tracking of $17m worth of return on $7m investment in 2005 using business value metrics (per application). Managed a common requirement process for all stakeholder requirements, ensuring that EMEA Integrated Investment Portfolio in Business Transformation initiatives and lifecycle enhancements are supported by sound business case with healthy ROI which can be tracked post roll out. Set up and ran two EMEA wide Stakeholder Requirements Governance Boards, representing IBM Lines of Business. Together these boards managed about 1000 discrete requirements a year, a percentage of which were implemented based on funding and priority. This volume was supported by funds of about $15m out of ~$99m annual IT budget. In the last two years we overachieved on spending targets, and delivered to customer satisfaction (63% in 2004).