We are an innovation software engineering team focusing on delivering blockchain, artificial intelligence, cloud and micro-service architectures as a service to support the transformation of financial serviceshttps://www.dltapps.co.uk

The Ring Fencing Programme within Lloyds Banking Group is creating a new Commercial Bank, Lloyds Banking Corporate Markets as per the Ring Fencing Regulations. The programme will create1. A new legal entity Lloyds Banking Corporate Markets with branches in US and Singapore. International subsidiaries in Isle of Man, Guernsey and Jersey will be re-aligned to the new entity.2. Separate LBCM and Group Boards will be instituted including a new CEO3. Fully defined and strictly enforced Ring Fencing perimeter enforced by a strict and robust Risk Management framework4. New operating model to cater to the new organisation and provide shared services including IT5. New integrations with most of UK’s Financial Management Institutions and Electronic Communications Networks and Central Counterparty ClearingsSantosh was accountable to bring together all aspects of architecture both from a business and IT perspective into the event design. The event design when executed resulted in the creation of the new legal entity Lloyds Banking Corporate Markets. Leading a team of highly specialised architects my responsibilities included1. Architecture leadership and senior stakeholder management of the complex programme which had a budget in excess of £400m working across multiple workstreams2. Event Design to include the logical sequencing of all activities that need to be executed to create the new legal entity3. Creation and management of the application inventory for the c200 applications that required changing to create the new entity4. Maintain and manage the change catalogue to ensure integrity of the solution of these 200 applications along with their dependencies5. Creation and maintenance of the Data Catalogue including the Who, What, Why, When and How the data changes were to be implemented

My main responsibilities within this portfolio are1. Definition and realisation of the Modern Customer Contact Centres Strategy. This involves simplification of the current Customer Contact experience of our customers and enabling modern features like natural Language enablement and analytics to understand the needs of NBS’s customers and the needs due to which they need to contact Nationwide2. Definition and realisation of a modern eContacts Omni Channel strategy to ensure our customers receiving servicing within the channel of their choice. The new eContacts capability will be rolled out to all customers across all channels where Nationwide provides Digital services3. Enablement of a wider analytics platform to understand the needs why our customer’s use NBS’s contact centres and join up customer’s broken journeys across Nationwide4. Simplifying the current architecture around the use of various front end applications that are used to serve NBS customers in the contact centres by creating a unified front end desktop.5. Enablement of a modern Robotics architecture to simplify and reduce the repeated steps in current business processes to achieve efficiencies and reduce manual keying errors.6. Creating a modern architecture for straight through processing for various business processes7. Enabling a strategic capability to measure OLA’s and SLA’s of the current business processes and monitor and measure capacity and performance of the Front Office and Back Office staff8. Senior stakeholder management and chairing the Design Authority to ensure these initiatives are backed by the sponsors and making decisions to ensure business benefits are met and realised

Strategy Consulting: As a lead consultant Santosh has developed consistent and effective strategies, leading and delivering transformation in complex high profile change driven environments ranging from eCommerce transformation to Retail Banking Mergers and Acquisitions.Architecture Consulting: I have extensive hands-on experience defining Enterprise Architectures for complex organisational needs and across architecture domains, employing structured methods and approaches pragmatically to defining and delivering co-ordinated solutions for complex and often ambiguous situations. Also ensuring alignment with overarching strategies and understanding and providing clarity around the complexities of change. I have extensive knowledge and experience creating and implementing Design methods and frameworks, and integrated governance to improve the architecture processes and capability of an organisation. I also have specific experience working on a number of large-scale initiatives at a programme and project level with senior business and technology resources defining, leading and managing all aspects of the solution and ensuring realisation of and alignment with conceived and agreed architectures, from strategic intent through to technology selection, vendor engagement, implementation and governance. IT Delivery: Santosh has an extensive background in architecture, design, development, testing and implementation of software delivery and this knowledge in delivery manifests in defining architectures that consider delivery issues and their ease of implementation.

1. Customer Strategy: Each project impacts the Customer domain as the Customer is at the heart of each change. Within Nationwide the current Customer Information System is a legacy application, runs on technology stack that is nearing its support period and there is a need to modernise this. I have been involved and working with Chief architect to define the Customer Strategy.2. Customer Data: Enabling an architecture where the Single Customer View is achievable and Master Data Management realised with identifying data lineage and business owners of each and every master element of this data. Through this piece of work, it was identified that NBS was not capturing and mastering few key customer data elements and is ongoing concern for the Target Operating Model that was created.3. Projects were initiated and now being realised to create a strategic enterprise capability for Customer Preferences management and recording each and every Customer Contact History.4. Creation of a modern Paperless Society. If a customer opts to receive all communications in the paperless mode, then all customer communications will be stored in a Digital Vault and appropriate messages sent to the customer using their chosen mode as setup using their preferences 5. Enablement of a modern Real Time Decisioning engine to use all aspects of Customer Data and deliver Insights by introspecting each and every element of the customer data held in many operational systems.6. Providing a modern structured and unstructured analytics platform for improving customer marketing messages and enabling 1-1 personalised messages.7. FSCS Regulations – ensuring the Customer Data and Master Data for Customers adhere to the ever changing FSCS regulations

1. Technical Carve Out Plan: The strategy and the sequencing for carving out all applications supporting the TSB business including the route to live applications in the new data centre2. Identification of the key capabilities that are required in the procurement of the new data centre and creation of a strategy that includes expanding the existing Lloyds network onto the new data centre and the various enterprise capabilities that will need to be sequentially built3. Commercial Carve Out Plan: The commercial plan to supplement the technical plan that includes strategy for Intellectual Property, Knowledge Transfer, Asset Transfer and other commercial concerns for either TSB or a second generation supplier to run the TSB IT service4. Stakeholder management that includes directors of the IT board from Architecture and Design, Application Development and Maintenance and Service Delivery along with the senior business stakeholders 5. There is a Change Exclusion period that is effective till 2016 and beyond this period once the change exclusions are lifted TSB could request functionally divergent capabilities in a few areas. My role expects me to identify these areas and suggest strategies to remove any architectural barriers that inhibit making these changes.6. Lloyds Banking Group performs business capabilities on behalf of TSB under Transitional Services agreement. These were created as part of the TSB transformation program as TSB did not have the necessary business capability at the time of exit. To exit these TSA’s my role requires me to suggest the necessary strategy that will aid service exit whilst delivering the benefits for TSB7. Interlocking with other major programs with LBG and assessing the impact of changes to TSB and communicating effectively with all the teams.8. Act as the central authority on the list of applications, services that LBG manages on behalf of TSB

1. Implementation Strategy – Overall implementation strategy for the realisation of TSB Bank that provided direction to the 36 programs and the creation of the transition states. The last of the transition states was the brand reveal of TSB and rebranding Lloyds TSB to Lloyds bank.2. Testing Strategy – Overall central testing strategy for the realisation of TSB Bank and provide leadership to ensure the weekend events for each transition states realised its business goals 3. Central Design Team, responsible for design accuracy and completeness for each of the 36 programs, 500 applications and the 1180 cross program dependencies.4. Central Design Team, responsible for aligning designs to the overall implementation strategy which required 600 implementation parcel groups in a period of 9 months5. Central Design Team, responsible for aligning inter dependencies across 36 program6. Creation of the Batch Strategy for the TSB Bank

Lloyds Banking Group was formed with the merger of Lloyds TSB (LTSB) and Halifax Bank of Scotland (HBOS) banks. The integration program was the mechanism to have a harmonized bank using a common architecture selected by exhaustive evaluation of the defender systems; a decision made on the capabilities of the application. Batch Readiness is a major stakeholder in the integration program that is responsible for ensuring the Batch processing is ready for integration and will continue to function as normal with data from a new legal entity and meet its SLA’s.Environment: IBM Mainframe, IBM-p, Solaris, I-series, Unisys, AIX, Teradata, Windows, Websphere Message Queue, Message Broker.Responsibilities :• Develop an intimate understanding of the Integrated Batch for Lloyds Banking group that has a total of 240, 000 batch jobs• Developed the understanding of the complex architecture to support critical business functions like Core Banking, Credit Decisioning, Payments, Customer, Cards, Branches & Internet Banking• Develop end to end view of the architecture from a Batch perspective• Understand the complex processing involved to support core banking, electronic payments and the complex application integration• Provide leadership to design a new integrated test environment to support production volumes • Visualized and implemented various techniques to monitor the performance of the batch, run times, volumes and analyze the information and present it to the senior management

Vodafone is the leading provider of mobile telecommunications in the world and Vodafone.co.uk, vcol.co.uk and SVAP are used by consumers, corporate customers.I was transitioned into EDS in February 2007.During the above period I have been involved in,• Provide technical leadership to ensure all solutions are technically sound and ensure they align with the tech roadmap defined by UK architecture• Production of impact assessment for change requests • Interacting with the architects on new project development and involved in definition of project end-end high level design• Ensuring the high level design meets the architecture guidelines• Manage supplier relationship• Review low level design’s from suppliers• Billing system expert• Designed and developed a unified Rational Rose model which houses use cases, high level design, low level design

Vodafone is the leading provider of mobile telecommunications in the world and Vodafone.co.uk, vcol.co.uk and SVAP are used by consumers, corporate customers and partners to interface with Vodafone. In early 2007 Vodafone outsourced a part of its Application development and maintenance to EDS. I was transitioned to EDS in Feb 2007.1. Provide architectural solutions and advice on use of technology to gain stakeholder commitment.2. Provide technical leadership to ensure all solutions are technically sound, they align with the technological and architectural roadmap defined by UK architecture and meet the non-functional requirements such as performance, TCO, etc.3. Provide technical consultancy to the business stakeholders to define the business roadmap and business requirements.4. Produce impact assessments for change requests.5. Interact with architects on new project developments and define project end-to-end solutions.6. Develop solutions, high level designs for projects like Total Communications, Vodafone Online Program, Millennium Falcon, Follow Me services, My Vodafone on WAP. 7. Ensure the solutions meet the architectural guidelines and include the As-Is, To-Be sections.8. Manage supplier relationships and lead on delivery of projects.9. Provide Billing system and CRM system expertise to the solutions.10. Designed and developed a unified Rational Rose model which houses use cases, high level design, and low level design.