Enterprise Architecture

Systems have accumulated faster than anyone has mapped them. Nobody can say with confidence what depends on what, so every change carries hidden risk, and every new initiative starts with an argument about where it fits. Or a target architecture exists on paper, drawn by people who have since moved on, and the organisation is quietly not following it.

Mapping the estate as it actually is, not as the last diagram claimed. Identifying where complexity is earning its keep and where it is simply cost. Working with technology and business stakeholders together, because architecture decisions that only technologists sign off on rarely survive the next reorganisation.

A current-state view the organisation can trust, because it was tested against the systems rather than assumed. A target architecture sized to what the organisation actually needs — not a reference model imported from elsewhere. A sequenced plan for closing the gap, with the trade-offs named rather than hidden in the diagram's white space.

Change requests get evaluated against a real picture of dependency and risk, not guesswork. Complexity stops being invisible, so it stops being free.

Deep enterprise architecture experience across public sector, health, finance, telecoms, and retail. Thirty-seven years in technology across 20+ sectors, from computer operator to Group CTO.