Leading a customer centric digital transformation using innovative architecture methods.

Creating a programmable business by linking business strategy and delivery, and automating business decision processes. Responsible for building the business architecture capability across all divisions, with the aim of creating a business lead digital transformation. Extensive market research, with customer experience as the focus, instituting the use of business strategy tools and methods. Current outcomes include the reusability of business capabilities across divisions reducing duplication and waste, automation of business assessments and reporting to improve accuracy and streamline the processes, introduction of methods for business analysis and discovery/insights across key business units and produce a common set of business metrics. In addition, currently leading the business architecture team for the CTO who sets the direction across desired customer experiences and business capabilities and supported by products and offerings.

Built the CTO architecture practice, focusing on business value drivers and technology shifts to achieve business outcomes. Extensive use of Wardley Value Chain maps to define the strategy, scope and actions for the team. Lead the cross company new ways of working stream, introducing open communities, communities of interest and alining large programs of work to our future direction. Lead the adoption of open community participation in Telstra, in particular, the Telecom Infra Project, working closely with Facebook and Bell Canada. Introduced key changes in the architecture practice landscape, shifting the team from a technology focus to an enterprise focus.

Key member of the Enterprise Architecture team driving the strategy through a business led roadmap. Introduced the use of business capabilities across the technology teams and business teams using standard frameworks for IT (e.g. IT4IT) and supply change management (e.g. SCMi).

Chief Architect, key member of the technology leadership team through a major transformation. The architecture team was fundamental in the divestment of 70% of the business and outsourcing of the technology platform to Fujitsu. Key inputs to the negotiations included the architecture framework, cost models, economics and transition plans.