Industries
Architecture problems differ by sector. Regulation, the systems that matter and the partners you depend on all change what a good answer looks like.
Shahram has worked in four sectors over more than 20 years. Energy is current Poush Digital work. Healthcare, public transport, and logistics and shipping come from his earlier roles. All examples are anonymised.
Energy
Poush Digital engagements, 2022 to today.
Typical problems. Market rules and regulation change often, and the systems for trading, metering, settlement and customer handling all have to follow. Each change tends to be solved on its own, and the domain slowly loses its structure. IT leadership has to plan for the long term while the regulatory calendar sets the short term.
What has been done.
- Domain architect for energy markets at a major energy company in Sweden: architecture of the domain’s applications against business and regulatory requirements, and the architecture standards that guide them.
- Helped the IT leadership team develop its strategic roadmap, and ran workshops to align employees with the strategic goals.
Healthcare
From Shahram’s earlier roles, 2005 to 2019.
Typical problems. Patient records, booking, finance and national e-health services all have to exchange data, under strict rules on privacy and patient safety. Growth through acquisition leaves a group with many versions of the same system. Staff time goes to administration that patients could handle themselves.
What has been done.
- Six years in charge of group-level integration services, covering Europe, at a large private healthcare group: integration strategy, the service organisation and the technical platforms.
- Advisor to the group’s CIO when it set up an integration competency center, then lead integration architect connecting patient record and financial systems.
- Lead solutions architect for a patient-facing platform that let patients handle their own tasks in a mobile app, connected to national e-health services, BankID and the Swedish population register.
Public transport
From Shahram’s earlier roles, 2012 to 2017.
Typical problems. A public transport authority plans and buys traffic but rarely runs it, so its systems sit between operators, suppliers and the travelling public. Large regional programmes and public procurement shape what IT can do and when. The enterprise architecture function is often new and needs to earn its place.
What has been done.
- Five years of assignments for a regional public transport authority, starting with a management pre-study that became the baseline for its enterprise architecture function, and mentoring its chief architect as the function grew.
- An architecture study for a major business transformation, using TOGAF and risk- and cost-driven architecture to choose among commercial products.
- A capability-based target architecture and roadmap for joining scheduled and on-demand services, which the authority then used to make the change.
- Coordination of the authority’s IT projects connected to two major regional programmes for building roads, rail and the city itself, so that IT kept pace with the physical construction.
- For a national transport agency, guidelines for integrations between systems in different security zones.
Logistics and shipping
From Shahram’s earlier roles, 2012 to 2022.
Typical problems. Every shipment depends on data moving between companies: carriers, ports, customs, customers. Integration is the core of the business, not a support function. Groups with several business areas build their own solutions, and the group architecture has to bring order without slowing them down.
What has been done.
- Lead enterprise architect at group level in a large Nordic shipping and logistics group: led the enterprise architecture function and a community of architects, technical leads and security specialists.
- The cloud integration and data architecture for the group’s new logistics business, later used as the base for the group’s cloud integration and data solutions.
- Advisor to a ferry operator’s chief enterprise architect while it set up its architecture function.
- The integration strategy and service-oriented integration foundation for a major Nordic port, including the migration plan to the new platform.
- The baseline and target architecture, and the information model, for a central service for a global logistics company’s sorting facilities.
Not in this list?
The methods carry across sectors. If your organisation has many systems, demanding regulation and a decision to make, the experience applies. Request a 30-minute call and we can find out.