United Kingdom
I am a Chartered Engineer (CEng) and used to be an Enterprise Architect with a long track record of success and experience in a variety of business, technical and/or leadership roles. I am now retired from the corporate world and focusing on building my photography brand.
Led a team of 15-20 Lead and Solution Architects (including off-shore resource management) for the Finance Value Stream Engineering team. End to end accountability for all technology solution design. Responsible for introducing Oracle Financials SaaS on remote Oracle cloud infrastructure, pioneering SaaS adoption and governance standards in the bank.
Leading the enterprise architecture team which partners the Finance and Group Corporate Treasury functions of the bank.
Leading IT Direction team on the banks then top priority, category A, £100M+ Faster Payments Service programme. Leading the core Architecture & Design function, and the cross-divisional virtual architecture team, to deliver new HBOS solution for Faster Payments, aligned to APACS specification and time scales. Included definition and ownership of key architectural artefacts to support delivery – e.g. Integration Architecture, Security Architecture, Component Model, governable technical designs and also Business Architecture definition and EA alignment to technology components for traceability.
Expanded responsibility to become Head of Function for IT Direction in the newly formed Group Functions & International division Lead, built and shaped a 10+ team of application and solution architects to provide a defined Architectural service to GF&I. Responsibility included Delivery Architecture (solution design, delivery QA, proof of concepts, consultancy, etc), IT Governance (ownership of application design surgeries, definition and implementation of HBOS IT Policy, representation of GF&I at various pan-HBOS design authorities), Strategy & Direction (definition of current state landscapes, future states and IT roadmaps) and Innovation (reduction in cost and complexity through innovative use of IT). Responsibility for Finance, Risk, Audit, Legal, Procurement, HR, Comms, Pensions, Property, Payment Services as Business Services functional domains.
Led, built and shaped a 5+ team to provide a defined Architectural service to Group Functions. Responsibility included Delivery Architecture (solution design, delivery QA, proof of concepts, consultancy, etc), IT Governance (ownership of application design surgeries, definition and implementation of HBOS IT Policy, representation of Group Functions at various pan-HBOS design authorities), Strategy & Direction (definition of current state landscapes, future states and IT roadmaps) and Innovation (reduction in cost and complexity through innovative use of IT). Responsibility for Finance, Risk, Audit, Legal, Procurement, HR, Comms, Pensions and Property functional domains. Specific focus on the Oracle eBusiness Suite and SAP ERP2004 architecture from an EA perspective.
Member of the leadership team delivering the new HBOS financial systems platforms on the Oracle 11i eBusiness Suite. Technical Lead for all interface design and delivery. Lead team of 8 (including 4 consultants and Accenture implementation partners) to deliver all interfaces and batch processing for the full Oracle 11i implementation, covering General Ledger, Accounts Payable, Fixed Assets and Purchase Ordering. Designed, built and implemented in excess of 100 interfaces/batch processes in 5 months, based on Unix, S/390, Oracle 11i, Essbase and OST integration technology. Cutover Technical Lead for all Data Conversions and live cut-over activity. Involved planning, execution and support. Live support for data conversion processing and post live interface processing.
This was a role within the Group Finance business area to establish, manage and control an appropriate Production environment for the operation of Halifax’s on-line and batch financial systems, ensuring that they were available for enquiry and updated in line with agreed service levels and that accuracy and integrity of information is maintained. This involved organisation of the monitoring and control of all feeder systems and batch jobs being run into financial systems to ensure integrity of data and efficiency of processing 20+ feeds per night, processing 30,000 transactions with a value of £1.5 billion and providing information essential to Halifax financial and management reporting. The role also involved the managment of IT centric progrmmes on behalf of Group Finance (e,g, migration of the Estate Agency business on the core platform). I was also responsible for defining the business requirements system small changes and co-ordinating their testing and implementation. I also created a "start-up" internal training capbility to deliver custom learning modules to the Halifax 1500+ financial systems user community.