Independent adviser on business and technology decisions
Decisions, rules and their owners written down and agreed, and a system design that follows from them, so the next change can be planned and delivered without surprises.
Nine years in architecture and more than 100 presales and projects, from banking and government to healthcare and aviation.
Each line describes the industry, not a client. Client work stays under NDA.
Products, limits and pricing rules spread across core systems and spreadsheets. Changing one rule safely means knowing every place it is applied.
Several organisations and systems share patient data under one standard. The hard part is agreeing who owns each record and each change to it.
Services built over years by different vendors, each holding part of the same case. Consolidation needs clear boundaries and an order of migration that keeps public services running.
Large volumes of documents and rules that change often. Value comes from structured content and a clear model of how it is acquired, enriched and published.
AI added to a process that was never written down produces answers nobody can check. The decisions it supports, their owners and their limits come first.
Operations that run around the clock on systems that grew as one large application. Change has to happen in phases, without stopping operations.
Catalogues, prices and orders move between shops, marketplaces, ERP and loyalty systems. Every connection added point to point makes the next change slower.
A product has to keep serving its customers while it is rebuilt. Customers move across one at a time, without losing service or history.
A growing company seldom stalls on technology first. It slows down where nobody can say who decides, which rule applies or which system holds the right number. Those answers live with a few people and in code nobody wants to touch, so every change costs more than it should.
My work sits between the business and the engineering team. I make the decisions, the rules and their owners explicit, agree them with the people responsible, and then design the operating model and the architecture that follow from them. The team gets a structure it can build on and change.
BeforeAfter
People usually get in touch when one of these is true.
A clear picture of how the business makes decisions today and what has to change for it to grow, in terms you can take to partners, investors and the team. The decision stays with you. I make the options and their consequences visible.
An independent view on a decision, a migration plan or a vendor proposal before it is committed. Business rules and ownership are settled before the architecture, so your team builds on agreed ground.
The architecture and the decisions behind it for a proposal, a bid or the start of a programme, delivered as documents your team can estimate and build from. I don't supply people or run delivery.
A new product or platform, from how the business works to a design a team can estimate and build.
A decision, a migration or a vendor proposal needs an independent view before it is committed.
A running system slows the business down, or an investment needs an independent assessment first.
A design exists and the team builds it. Reviews and decisions as the system grows, with the design kept in step with the code.
My own product first, then client engagements. Client names stay under NDA.
An independent catalogue of LEGO prices in Belarus. Prices from shops and classifieds on one page, with each set's own price history, so a buyer can tell whether today's price is a good one.
Architect of enterprise solutions and digital products. I take a product from business goals to a working implementation.
Design of enterprise platforms and products: business architecture, domain modelling, solution and integration architecture, optimisation and automation of existing business processes, adoption of AI-based solutions, legacy modernisation. The full cycle, from presale and RFP through production operation to further development.
I design both business solutions with their operating models and the technical architecture, including its evolution and product support for years ahead.
You describe the situation. I ask the questions I start every engagement with. You leave with a clearer view of where the problem sits, whether or not we continue.
Scope, stages, timing and cost, written for your business after the conversation. Nothing is taken from a fixed package.
Each stage has its own scope, an upper bound on hours and an acceptance criterion agreed before it starts. You can stop after any stage and keep the documents it produced.
Stages 1-2
Fix the business goals and the current state before design begins.
Stages 3-4
Decide how the solution is built and how to get there in stages.
Stages 5-7
Take the solution to a level fit for estimation and development.
Stage 1 of 7 · Discovery
Stage 2 of 7 · Discovery
Stage 3 of 7 · Design
Stage 4 of 7 · Design
Stage 5 of 7 · Implementation and Support
Stage 6 of 7 · Implementation and Support
Stage 7 of 7 · Implementation and Support
Building solutions together
Tell me what is happening and what prompted you to write now. We start with a conversation, and a proposal follows if it makes sense for both of us.