Feyi A.

● Develop current- and target-state architecture views across business capabilities, end-to-end value flows, processes, information exchanges, application interactions and ownership boundaries. ● Map dependencies across a core platform and connected drafting, translation, consultation, publication and externalisation services, clarifying system boundaries and interoperability needs. ● Assess migration, coexistence, data-retention and integration implications for legacy continuity, ongoing-case handling and parallel operations; translate findings into transition options and roadmap inputs. ● Partner with Solution and Application Architects to convert business rules into implementable workflow, service and interface designs, resolving responsibilities and dependencies before delivery. ● Contribute to IT strategy development, feeding architecture-led options, target-state direction and business impact assessments into strategic and investment decisions taken by programme leadership. ● Support architecture governance through impact assessments, traceable decisions, assumptions, risks, dependencies and recommendations for programme leadership and business authorities.

Advising organisations on business architecture, operating model design, and transformation delivery — translating strategy into capabilities, processes, governance structures, and delivery-ready requirements. Selected engagements: 𝗥𝗼𝗰𝗵𝗲 𝗗𝗶𝗮𝗯𝗲𝘁𝗲𝘀 𝗖𝗮𝗿𝗲 (𝟮𝟬𝟭𝟵) — Redesigned the target customer support operating model across workflows, stakeholder interactions, governance, and KPI-driven reporting to identify service trends and control gaps. 𝗟𝗲𝘃𝗶 𝗦𝘁𝗿𝗮𝘂𝘀𝘀 & 𝗖𝗼. (𝟮𝟬𝟮𝟮–𝟮𝟬𝟮𝟯) — Led product discovery and delivery for an AI-enabled digital sales platform, from stakeholder workshops and requirements definition through to MVP scoping and prioritised backlog.

Defined current- and target-state architecture for a global digital programme, connecting capabilities, end-to end processes, information flows, stakeholder responsibilities and supporting systems. ● Led discovery and design workshops across headquarters, regional and national stakeholders, reconciling different operating contexts into a coherent future-state operating model. ● Assessed capability gaps, process fragmentation and operating-model dependencies, translating findings into prioritised initiatives, transition considerations and roadmap inputs. ● Produced architecture evidence for programme governance and investment prioritisation, including decision, risk, assumption, requirement and validation records.

Led target-state business process architecture design within a regulated Luxembourg financial services environment, defining end-to-end process models across operations, product, and IT domains. Architected the bridge between regulatory requirements and delivery: translating compliance and business constraints into functional architecture artefacts, process models, and target-state designs. Provided architecture governance for system change initiatives, ensuring proposed changes remained aligned to regulatory controls and the agreed target business process architecture.

Defined and governed cross-organisational business process architecture across European cooperation programmes, establishing interoperability standards and architecture alignment between national IP offices, technical teams, and programme governance structures. Set process harmonisation and interoperability standards adopted across national IP office digital transformation initiatives at pan-European scale. Led business architecture governance across multi-organisation programmes — owning the alignment of requirements, process models, and delivery decisions to the agreed target business architecture.

Business process mapping and requirements analysis for financial technology transformation in Lisbon. Supported the design and delivery of fintech solutions within a regulated financial services context.

Delivered data analysis and business reporting to support operational and programme decision-making.