Te Whatu Ora Health New Zealand is the second largest government organisation managing and holding assets. Te Whatu Ora does not have authoritative and reliable information to manage a diverse and large asset portfolio. This impacts its cashflow forecasting ability and confidence in directing investment in assets appropriately.As a Program Architect, I was tasked to craft a vision for Asset Management Information Systems (AMIS) and a strategy as well as a roadmap capable of delivering it. I undertook the following actions:• I engaged with the relevant stakeholders (program director, asset managers, enterprise architects, etc) to get an understanding of the current state. I used the International Infrastructure Management Manual (IIMM) framework self-assessment tool to capture the asset management maturity current state.• I surveyed the current technology landscape and ongoing initiatives (e.g. projects currently delivering a new AMIS in one of the previous DHBs) to identify opportunities to use existing resources and projects. I identified +40 systems needing to be consolidated.• I laid out a data architecture for the five asset classes in scope (building, vehicles, digital equipment, clinical equipment and land).• I produced an asset management strategy structured around data, technology and business transformation, leveraging SMEs working in the same program.• I released a roadmap made of 25 initiatives, spread across three horizons (immediate, short-medium, and long term), aligned with Te Pae Tata (Interim New Zealand Health Plan). The roadmap leverages existing initiatives for two of the asset classes in scope and will deliver new AMIS for the remaining ones. All will be integrated for consistent data and business processes, thus enabling strategic investment reports to be created.• I presented the vision and the strategy to key stakeholders, including the Architecture Governance Board and the AMIS Steering Committee.

MPI is no longer able to keep pace with demand, and there is currently a four year wait for space in Post-Entry Quarantine facilities for plants. The current laboratories are too small, at end-of-life, and lack the capacity to meet current and future demand. The Plant Health and Environment Capability Programme (PHEC) was established in response to these challenges. It endeavours to deliver a ~$500M new facility with modern greenhouses and laboratories, equipped with the latest in technology to support current and target operating models.As the lead program architect, I was tasked with delivering the Technology High Level Architecture (HLA) and a roadmap for its implementation. Both would help inform the Detailed Business Case to be presented to Cabinet. I undertook the following actions:● Maintained open communication with all the relevant stakeholders within and outside the program, the business users, and the architecture practise, thus ensuring strong engagement and alignment of all parties.● Designed a three legs architecture capable of best supporting the Target Operating Model. It was made of the Business Architecture, the Data Architecture and the Technology Architecture. Each of them was aligned with one another, supporting a leaner, more integrated, more digitised way of operating.● Produced a Technology roadmap to inform how the HLA could be implemented. This 8 years roadmap balanced multiple objectives.Both the roadmap and the HLA have created a reference model BNZ can use to roll out the Target Operating Model, confident in knowing the Technology will be supporting it appropriately.

The Electronic Forensic Unit (EFU) is receiving digital devices (hard drives, mobile phones) seized on a crime scene and has a responsibility to copy, analyse and extract pieces of evidence to support court cases. Its current infrastructure relies on local NAS on a fully segregated network. Without any data replication in place, it puts MPI at risk of losing data in the event of a disaster. Moreover, the team is not able to provide investigators around the country with remote access and relies on shipping physical devices.I undertook the following actions:● I met with the business stakeholders and users to understand the very specific operational model of the EFU;● I established a trusting relationship with the business, the architecture team and the security team to move forward the project, stalling since 2016;● I met with EFU teams from other government organisations (Police and Inland Revenue) to understand their operating model and how they addressed their challengesI wrote an options paper with three options are highly secure, maintain the chain of custody and provide the EFU with the assurance their operating model is safe.I presented the options paper to the Architecture Governance Board and the recommended option got endorsed.I then worked on two Salesforce projects, an epidemiology management application and an eCRM. Both projects were underway and faced delivery challenges. I reviewed the architecture to ensure they were aligned with their design and integration patterns. I then provided guidance and technical facilitation across the multiple vendors and components to ensure a successful delivery. Along the way, my recommendations were consistently followed by the teams, and endorsed by AGB.

The first project was called Emergency Management Common Operating Picture (EMCOP). EMCOP is a geospatial solution offered as a service by Emergency Management Victoria (EMV) to FENZ.- I undertook a solution assessment of the solution proposed by EMV to ensure it would satisfy our Non-Functional Requirements;- I produced a solution architecture, aligning it with the technology roadmap, and introduced a Maps broker. The Maps broker is a capability located in the DMZ to harvest and expose geospatial data to EMCOP, or share them with external agencies. The functions performed by the Maps broker are performance throttling, authentication & authorisation, translation. It has High Availability and supported by a cold DR;- I designed a solution architecture with security controls to allow the end to end solution to handle SENSITIVE data.This collaboration tool delivered a powerful integration capability for geospatial data sharing, the Maps broker. Data sharing internally and externally was the driver behind the second project I worked on. Called Enterprise Integration Platform (EIP), FENZ was looking at delivering a capability to surface quality data, sourced from one identified master for each data domain. The data entities (such as assets, people, fire permits, etc) would be surfaced via RESTFUL endpoints, on an ESB for internal traffic, and on a B2B Gateway for data sharing with external organisations.- While a powerful enabler, EIP is a technical capability that required a strong focus to outline benefits to the business. I laid out several A3s articulating the business value to help the organisation make an informed decision;- Together with the business analyst, we wrote a business case and prepared the RFP with a strong focus on security non-functional requirements, for data at rest and in transit, certificate management, encryption.

In my time at DIA, I have been asked to deliver three major projects:- Produce an opportunity assessment to migrate RealMe to a cloud based IaaS or PaaS. This had to encompass technically challenging considerations, stretching from stringent security constraints to highly performant integrated infrastructure;- Technically lead a project delivering a RealMe like infrastructure to the Ministry of Education, for MoE to provide authentication services to their business applications;- Produce a SOA oriented solution architecture leveraging the DAP for identity data sharing, in a multi-agency project involving DIA, New Zealand Police, the Transport Agency and Immigration New Zealand.To deliver these projects, as varied as they were, I applied the following principles:- Strong engagement with business stakeholders to identify and deliver the expected business benefits;- Wide consultations with internal and external SMES, to propose innovative solutions or options and build wide consensus;- Clear expression of the options, outlining Pros & Cons, Risks & Assumptions, Timeframes and Costs, and recommendations;- Practice endorsement to ensure solid support of the proposed architecture when presented to the business.In my time at DIA and following these principles, I have been able to:- Deliver a robust opportunity analysis for migrating RealMe to an IaaS or PaaS, providing the business a clear path moving forward;- Ensure DIA delivered a RealMe like infrastructure to MoE’s expectations while remaining aligned with RealMe technology roadmap;- For the identity data sharing project, produced a solid, clearly articulated solution architecture for business stakeholders, together with the solution architect community from the different agencies.

NZTA's refund processes for Road User Charge and Fuel Exercise Duty are paper based. I joined the RUC project to architecture the solution to digitize these processes.I undertook the following actions:• I outlined the solution options for the RUC refund process together with my recommendations to move forward;• I created a consensus around the recommended options and got it endorsed by the ARB;• When the FED refund process was included in scope, I laid out a new set of options. The recommended one aimed at creating an enterprise foundation capability for all business workflows. Because it was addressing FED refund business requirements in a pragmatic way while delivering a strategic capability, it got presented and endorsed at a GM level;• I introduced a new tool to present solution options which caters for both business and technical audiences, with multiple levels of details, in a concise A3 format. This new template is now used across the solution architecture practice;• I produced the solution architecture document for the FED refund (enterprise foundation) project. NZTA has outsourced many of its IT activities and this solution architecture document was used by all the vendors to deliver the part they were responsible for. The solution involved an externally facing API and secured web site, and a case management capability interfaced with SAP (for payment processing) and the Registers (NZTA’s legacy vehicle and driver database) – so 6 components in total.At the end of the project, a solid architecture was delivered, both for the project and for the organisation to build on. The project also delivered a solid set of documentation to support the solution moving forward. I also introduced a new seamless way of presenting solution options. These successful deliveries improved the confidence the business has in IT to deliver.

Immigration New Zealand (INZ) is part of MBIE and has engaged in a cross-country agreement known as the Five Country Conference (FCC), including US, UK, Canada, Australia and New Zealand. It enforces cooperation and sharing of expertise. One of initiative is the deployment of an Immigration Health System (IHS) able to retrieve assessments performed by doctors on behalf of INZ.• Produced solution architecture for IHS, a capability tightly integrated with a solution provided by the Australian Department of Immigration named eMedical. The end to end solution delivers the expected business benefits while being aligned with the architecture framework;• Maintained strong engagement with the business stakeholders while ensuring the relevant technical SMEs were always kept in the loop;• Coordinated Australian SMEs as well as multiple vendors involved in the delivery to produce a robust design that would allow the solutions to integrate seamlessly;• Presented the architecture to the Architecture Review Board (ARB) who endorsed it;• Remained involved during implementation to ensure quality delivery.The next project required an integrated solution to enable INZ to exchange biographic data with other FCC partners, using automated fingerprint matching. This solution had severe security constraints to integrate FCC partners with two critical INZ business applications: the identity management system and the visa application management system.• Engaged with the partners to capture best practises for cross-countries integration;• Kept a strong level of engagement with business stakeholders and technical SMEs;• Produced high and detailed design documents covering the infrastructure (using IaaS), network, security, data, and solution architecture. The architecture comprised a new B2B Gateway and an orchestration layer;• Gained support across the practise to endorse tactical decisions required to deliver to schedule;• Obtained first time approval upon submission at the ARB.

In February 2013, I joined the Department of Conservation as a Solution Architect on the NaPALIS project. NaPALIS is a GIS (Geographic Information System) based Land Management System, which was implemented in 2012 through a DOC and LINZ joint program of work. It was designed to become part of an All-of-Government offering, i.e. a land management system available to any government organisation.The initial implementation of the solution was not delivering the expected outcomes for DOC, who was also in charge of supporting it. Critical defects were not fixed and this compromised data quality. The architecture was relying on multiple components that were not integrated properly. As a result, the number of parties involved in supporting the platform made troubleshooting unnecessarily complex. This led to the system hardly being used by its intended DOC audience.In a year at the Department, I have:• Increased user base from zero to 400 users;• Improved data quality to 99% accuracy;• Produced five design documents for each of the components requiring work;• Simplified the architecture for lower TCO (Total Cost of Ownership) and increased responsiveness to package deployment (for bug fix or new functionality);• Prepared the application to be handed over to BAU (Business As Usual) by strengthening the documentation set. An overarching detailed solution architecture, covering multiple architectural views (data, infrastructure, network, solution, application), has been delivered.

My first engagement as an Enterprise Architect was for the Central Agency Shared Services. The newly formed CASS was after a clear understanding of the required services and capabilities to support the three central agencies of Department of Prime Minister & Cabinet, Treasury and State Service Commission. My role was to lead the business and technical architecture assessment and develop a transformation roadmap, shaping the CASS’ IT strategy. The final deliverable listed the initiatives required to transition to the desired future state. The New Zealand Ministry of Justice needed an online development strategy to consolidate its numerous web applications, running across multiple platforms, and prepare a framework to enable Minister's online vision. The expected outcome was to reduce operating costs while enabling new services to be delivered faster and cheaper. I audited the existing applications and outlined the technology options available within the Ministry and on the market, taking into consideration cross agencies directions as well as architecture strategies. The final recommendation consisted in a transformation map, with both short and long term initiatives, delivering an agile, versatile platform, catering for current and future online requirements. The Ministry of Social Development was after a system to integrate data from external, heterogenous sources and process them through a risk prediction engine to improve identification of highly vulnerable children in New Zealand. The information were to be made available through a comprehensive dashboard to social worker. As the Solution Architect, I have audited the existing systems, interviewed the relevant stakeholders, and presented the major technical options to the Architecture Review Board. The solution reused existing systems while introducing a stronger integration platform capable of managing business processes, a portal to access and edit the wealth of data, and the risk propensity engine.

In march 2010, I joined the Solution Architect group to help shaping Telecom New Zealand online presence and its integration with the back-end systems. I was enrolled in various projects and business units, where I have been able to improve and enhance online applications. Each architecture design has been supported and endorsed by the Enterprise Architect group.My first assignment as a Solution Architect was for Gen-I, which needed to consolidate their customer information data, spread across a total of 9 systems.The High Level Solution Design has required an audit of each system (Oracle CRM, HP Service Center, SAP, Salesforce.com, ...). I recommended a centralization of the customer object in the Oracle CRM while following the SID model from the TM Forum. I presented the options to the design council which embraced the recommended solution.My second assignment was with the Wholesale business unit. It enrolled me as a release architect for its Self-Service Portal, running IBM Websphere suite. The portal suffered security holes and faced severe performance problems. For both, I designed tactical and strategic solutions and supervised their deployment.The Wholesale SSP exposes secure contents as well as Assure functions. I was responsible to architect its integration with• the Identity & Access Management solution, constructed on Sun Access Manager and Sun Identity Management• the Integration Service Layer, responsible to expose problem reports from HP Service Manager to SSP and to the B2B interface• IBM Business Process Modeller• Dimension Data’s Broadband test toolAs a release architect for the Wholesale Business Unit, my achievements were• Portal contents are now secured• Portal performance has improved drastically• Deployment quality has gained in robustness • Integration with Service Provider authentication solution relies on a solid design

Based on my solid technical experience in online application development, and together with my leadership skills, I’ve undertaken a role of lead developer. This role was made of• Defining online strategy• Architecting online projects• Managing developer teamsMy role has consisted in providing recommendations on the orientation for the online applications at Telecom. One major achievement has been the delivery of the online knowledge base for the products and services of Telecom. The application developed with a team of 7 developers under my leadership, was fully web based, dynamic, and aggregating information from multiple data sources, thru a content management system.Ultimately, this application, internally known as iBase, is now considered as the official repository for all the products and services Telecom is selling, providing one central, trusted repository to the company. The framework we have used is Vignette 7.5.I’ve played a central role in promoting this platform, from the very moment it started, and was involved in all its phases, until it was successfully delivered, the same day the new XT mobile network was launched. For this 3 years project, I’ve undertaken the principal application architect role and led deployments to delivery.Beside, I have been asked to provide recommendations on many other projects, such as the new Intranet, using the Sharepoint technology, and the corporate Telecom site, telecom.co.nz.Working on projects and developing new services wouldn’t have been possible without the support of a solid developer team. Thru trainings and team building exercises that I have organised, I have managed to commit the team to the inspirational goals which support the online strategy.

In 2008, I have co-founded Mon Ami, a café restaurant, in the heart of Wellington, themed on authentic, homestyle european food.The café has been running for a year and a half, receiving great customer support. During the lifetime of the café, I have discovered an industry I wasn't familiar with, and been involved in all the decisions to conceive, open and grow the business, from marketing strategy to premises fitting, from finance to menu selection, from human resource management to event organisation.I have used my background in IT to make the web site, a dynamic, rich portal, which embedded administration tools such as customer management, turnover follow-up, etc ...While I still had my day to day job at Telecom New Zealand, this project has given me the opportunity to learn how to run a business in a context of global recession, and provided me with a broad experience in business management domains I didn't know before.

BAA wanted to implement a passive communication system for all the airports in the UK. Plasma screens would be installed in main rooms of airports and traffic, corporate, weather information would be send to customers, employees and partners. The project had to be part of the brand new Intranet, build on Vignette solutions.The total cost for the project was 1 million NZ$ and involved 5 persons for the project, more than 15 including all the project’s partners.The technical environment we had to use was Vignette Solutions (VCM 7.3, VAP 7.2 and DPM 2.0) running on Windows 2000. The development environment used a CVS repository, with WinCVS as a client, to ensure application versioning.I have been responsible of the delivery of the whole project. In a first place, I had to gather requirements with the customer in order to establish a prototype. The deliverable was a Proof of Concept.After acceptance, I have established with the customer and the design agency, a functional specification of the application in its first version. The deliverable was a document which acted as a contract between all parties.My next role was to translate the business requirements in a technical design document. It was then used as a roadmap for all technical parties of this project. It has then been possible to establish a planning, in order to match the customer’s deadlines.Finally, with two developers and the graphical agency, I have implemented the solution, following the technical guidelines. Following the design, I created new Content Types and new Workflow rules in VCM, the development of few templates in DPS and an admin interface, integrated via a new module in Intranet (running with VAP).We have although designed a multidimensional permission schema to be applied in the portal. The privileges would flow thru a group structure, providing the end-user a truly personalized experience.

Bridgestone wanted to create a new web site, with a new design but although new publishing functionalities. Their products would be more accurately presented and corporate information spread better and quicker.The total cost for the project was 500.000 NZ$ and involved 3 persons for the project, 10 including all the project’s partners. It required the design of an application capable of managing 15 languages thru an existing database of 8000 contents.I have been responsible for the technical implementation of the project. Based on the draft of a technical design, I had to consolidate the document by crossing it with the functional requirements.Then, synchronizing the efforts of the team (3 people), we achieved the development of the core functionalities in the record time of two weeks. That included• the creation of new Content Types and the implementation of new Workflow rules in VCM,• the development of a half dozen of Dynamic Site templates,• the development of a migration tool to import the 8000 existing contents, in 15 languages.After having released the beta version of the site, a testing process has been initiated by the customer, while I and my team were doing bug fixes and minor functionalities implementation.The customer has received trainings on VCM and when this training period was over, we have successfully executed the content migration. At this point, the project was delivered, and ready for entering in a new cycle of improvements (release 2).

The NYCC was looking at empowering their web site to smooth communication and provide better services to the inhabitants of the county. They also wanted the portal ready to offer new services to the administered people. The cost of the all project was 630.000 NZ$ and involved 7 persons.On this project, I first had to translate the customer requirements in functional specifications, as content managed web sites were quiet new to the partner and the customer. I draw navigation scenarios and functional templates. The deliverable was a business analysis document.The step further was to architect the application to meet the business needs. I was working in duet with a VCM expert, while I was responsible to design the CDC templates (previous VCM/VAP connector) and VAP assets. Together, we designed the all solution, and a project plan in order to implement it.The partner Agilisys was providing the resources to develop the applications, following our directions. However, as the team wasn’t experimented on Vignette solutions, we had to train them to the solution and be part of the developments for the most complicated parts (including the creation of new portlet types).

On this project, I was responsible to make the user management application specifications. It was a sensitive question as some products were dedicated to very specific Basell’s customers and therefore, needed strong security locks to ensure the required level of data protection.I had to design a registration process with different level of validation, on Basell side and on Basell’s customer side. Moreover, the user database had to be interfaced with different directories: one was the one embedded in VAP, one was on a LDAP server, and some were NT domains.After the design phase, I had the role to develop the technical design I had drawn. I was alone on that role to insure confidentiality and complete control of the implementation. Eventually, I had to integrate the user management in the public portal.

AstraZeneca was rebuilding its Intranet using Vignette Application Portal as front-office, and Documentum for the content management. The purpose of the Intranet was to provide information to sales force on every product.I had to design and develop the tool for publishers to create contents inline and make them available on the portal. The tool had to rely on the VAP user management system.

During my time with Vignette, I have ben involved in many projects across Europe as a Subject Matter Expert. Roles that I have endorsed were• Technical lead at Aon, Telekom Austria, to improve performance of the corporate web site• Senior developer at Allianz, Munich, Germany, to redesign and redevelop the corporate web site