Paul has a proven track record at the highest level in Architecture and Governance of major IT Initiatives. He understands the ‘big picture’ and can leverage a breadth and depth of technical knowledge coupled with sound business and commercial acumen to deliver innovative, practical and effective solutions. Paul comes from having significant hands on experience and enjoys working across the full life cycle from inception through to operational service and is particularly experienced in application, infrastructure, integration and information architectures and transforming business initiatives into effective IT strategy and solutions. Paul works best when having to meet challenging timescales, and is passionate about quality and accuracy of work regardless of it being a document or a piece of software. Paul has proven leadership skills involving managing, developing and motivating teams to achieve their objectives. He is able to own many deliverables through their life cycles and can deliver the vision to all levels of stakeholders.
NHS CFH / HSCIC (Health Care, 7 Years)
GE Money (Retail Banking, 12 Years)
Equifax / Sema Group (Finance, 2 Years)
Allied Wipers (Workforce Rentals, 6 Years)
2009 – Present; HSCIC – Senior Technical Architect
NHS Connecting for Health (CFH) rebranded in 2013 to the Health and Social Care Information Centre (HSCIC). HSCIC are the national provider of information, data and IT systems for commissioners, analysts and clinicians in health and social care. Since joining the HSCIC I have had a number of senior roles technically leading significant national programmes of work and have been promoted during my tenure. My current role is as a Senior Technical Architect within the Technical Architecture and Infrastructure Directorate (TAID) having technical responsibility for the National Data Services and Development (NDSD) Platform. The NDSD programme will provide a standardised, multi tenanted and secure platform for secondary use of all NHS and Social Care data using bleeding edge XaaS and Cloud technologies. In addition to my delivery responsibilities, I am also responsible for operational career management of other technical architects. Career management is different to that of task management and requires dedicated time to support the performance development of an architect.
Communication and Relationships
I provide technical leadership for a number of technical architecture domains. I ensure technical requirements are captured, often from ambiguous sources, working with stakeholders to elaborate into specific programme requirements. I act as the primary technical contact point for programme and executive directors, producing architecture designs, roadmaps, key issues, options and actions for complex solutions. I obtain governed approvals for architectural designs by socialising and influencing relevant stakeholders. This often requires the development and management of effective working relationships, both internally and externally to HSCIC.
Analysis and Judgement
I facilitate the adoption of HSCIC Enterprise Architecture principles and polices, including the reviewing of technical documents to arrive at credible and coherent solution. I often act as the escalation point in the design/assurance of complex technical documentation and solutions.
Planning and Organisation
I develop technical roadmaps for projects / programme objectives, which often requires leading in the facilitation of technical design sessions with stakeholders. I am also responsible for the planning and definition of work packages for significant projects or programmes. Once the work package has been created and I also responsible for the appropriate resourcing of the architecture team.
Financial and Other Physical Resources
I lead on the Technical delivery of a service, ensuring it is cost effective and delivered on time within agreed budgets. This includes the recommendation of 3rd party spend decisions, leading on the assessment of the technical aspects of procurements and leading in supplier negotiations over difficult commercial and technical issues.
I work cooperatively and productively with others to achieve results with in their team, supporting them with motivation, ongoing development and peer training. I also line manage a number of direct reports and also manages a number of assignment based staff for the duration of specific work packages, including resource that may be remote. I have day to day line management of staff within a Technical Architecture function and I also actively support recruitment and selection of staff, undertaking interviews and all other aspects of the recruitment process. I undertake staff Performance Development Reviews (PDR’s) ensuring team members are given clear objectives.
I proactively manage my own work effort and that of my team, ensuring their line management are aware of on-going work load and progress. I ensure that all Architecture deliverables that are created by my team and are captured as part of the HSCIC Enterprise Architecture, and have appropriate governance reviews.
Research & Development
I pro-actively maintain an awareness of emerging technologies for myself and for my task and career management reports.
Freedom to Act
I act autonomously in the creation of artefacts to support programme or organisational objectives and I am responsible and accountable for the delivery for a programme or project solution architecture. I balance workload across the delivery team and I am also able to provide a value judgement call of priorities.
- National Data Services and Development (NDSD): 2015-Current
- The NDSD programme will provide a standardised, multi tenanted and secure platform for the landing, management and exploitation of all NHS and Social Care data using bleeding edge XaaS and Cloud technologies. The platform will enable an organisational transformation of both internal and external analytics in additional to the migration of existing legacy estates.
- As technical lead for the end to end delivery of the platform (as a service), I am technically responsible for hosting, infrastructure, environment management, data management and security. Delivery is supported by a number of skill selected matrix managed technical architects, supplier delivery partners and HSCIC programme resource.
- To enable and support the programmes immediate delivery milestones, I have quickly built relationships with select suppliers to design a tactical platform to host PCD/PID. Due to the programmes fluid and ambiguous nature, the tactical platform supports a high number of deployment patterns and can be re-used (and scaled) for future DSP milestones or re-purposed within HSCIC.
- In parallel to the immediate tactical implementations, the programme are preparing for OJEU procurement. This follows early market engagement using TechUK to validate the programmes approach and current thinking. To support the early engagement, a number of architectural artefacts and vision documents were required to be produced. I led the production and socialisation of the platform artefacts and was heavily involved in the production of the vision documentation.
- In addition, I have produced a data management strategy which has been tested against candidate technology, formed an organisational wide non-functional requirements working group and led several technical discovery sessions via vendor reaching engagements. Internal HSCIC socialisation has been supported by a number of platform “lunch and learn” sessions to keep the programme both informed and allow challenge.
- SUS Transition: 2013-2014
- The Secondary Uses Service (SUS) Transition programme was a time challenging “lift, tweak and shift” of a legacy Oracle estate of national significance. The SUS Service is the single, comprehensive repository for healthcare data in England which enables a range of reporting and analyses to support the NHS in the delivery of healthcare services.
- As technical lead for the end to end delivery, I was technically responsible for hosting, infrastructure, environments, data migration, transition, security, operational design and exit from the incumbent supplier. Delivery was supported by a number of skill selected matrix managed technical architects, several supplier delivery partners and HSCIC programme resource.
- In addition, the legacy technical documentation set was refreshed to represent the new Oracle M6 SuperCluster estate and select technology uplifts and replacements.
- Spine Exit: 2013-2014
- The Spine exit programme was the commercial, operational and technical closure from the incumbent supplier whom managed the Spine, IAM, SUS and DTS service.
- I was responsible in supporting all technical aspects including the Gov. Green initiative, transfer and usage of usable hardware and software assets to HSCIC and contractual elements.
- Spine 2 Core: 2011-2013
- The Spine 2 Core programme was a significant “first of type” insourcing of a national business critical NHS service. The Spine service is a collection of national applications, systems and directories that support the NHS in the exchange of information across national and local systems. The Spine hosts demographic information for 80 million citizens plus a number of national applications including Summary Care Record and the Electronic Prescription Service.
- I was technically responsible for a new hosting agreement, data migration, transition and the creation of non-functional requirements. Delivery was supported by a number of skill selected matrix managed technical architects, several supplier delivery partners and HSCIC programme resource.
- Spine Extension:2010-2013
- The Spine Extension programme was a continuation of service from an incumbent supplier for a period of up to 3 years. This time period was to support the insourcing and transfer of the Spine Core, IAM, SUS and DTS.
- There were several technical challenges which I was responsible for:-
- The incumbent supplier requested ~160M to refresh all end of life hardware and software items. I successfully proposed an alternative ~18M approach where HSCIC and the incumbent supplier accepted elements of risk for continuing to run on an end of life estate.
- A part of the technical refresh was a SAN Storage refresh due to the critical nature of any failure. The incumbent supplier proposed an outage of 36 hours for the whole Spine whilst the data migration process was executed. This was unacceptable to HSCIC and alternative options were needed. I successfully proposed and gained agreement to leave the data quorum on the end of life device but with specialised support from a 3rd party. This resulted with zero downtime from the initial 36 hour proposal.
- Career Management
- I am the career manager for several technical architects who have a mixed level of career goals and objectives.
- I continue to support and helped introduce the HR policy and procedures for a first of type.
- I mentor junior members of staff with one having a successful career progression.
- I introduced a part secondment of technical staff to help career progression into TAID.
- Active contributor to the recruitment of architects.
1999 – 2009; GE Money, Senior Technical Architect
GE Money is part of the GE Capital operating division of General Electric. The division claims 130 million global customers and offers a range of financial products, including private label credit cards, personal loans, bank cards, auto loans and leases, mortgages, corporate travel and purchasing cards and credit insurance.
- Technical Lead in the following areas:-
- New solution for a secure, reliable, scalable and highly available J2EE/Mainframe/IVR application for internet and Intranet Debit Card Payments system.
- New solution for a secure, reliable, scalable and highly available J2EE/Mainframe/IVR application for internet and Intranet eBusiness Credit Card Maintenance system.
- New solution for a secure, reliable, scalable and highly available Mainframe Account Scoring and Opening system.
- Task Management:-
- Green field Debit Card Payments system.
- Green field eBusiness Credit Card Maintenance system.
- Introduction of an Architecture Design Authority.
- Successful knowledge transfer and training in China for offshore supplier resource; 4 weeks.
- Successful knowledge transfer and training in India for offshore supplier resource; 6 weeks.
- Career Management
- Career management of 4 technical architects with a mixed level of career goals and objectives.
- Mentoring underperforming resource with successful improvement program.
Previous roles are available upon request.
Education and Training
GCSEs (1988), including Physics, English, Math’s, History, Geography
Big Data fundamentals (2014), TOGAF 9 (2011), OpenESB and Glassfish (2008), Spring and Hibernate (2007), V+ Product Design Specialist (2007), J2EE (2003), C# (2003), ASP.NET (2003), VB.NET (2003), Assembler (1999)
Technical authority at board level
Delivery and Matrix Management
Career Management and Team Development
3rd Party, Stakeholder and Vendor Relationship Management
Business, Integration, Infrastructure, Information Security and Applications Architecture
Implementation of Architectural Governance, Policies, Principals, Standards and Guidelines
B2C/B2B Solutions and Technology
TOGAF, Agile, Waterfall
CLOUD, SaaS, IaaS, PaaS, Docker/Containers
HOSTING, co-location, private cloud, community cloud, public cloud, hybrid cloud
UNIX, Linux, Windows, .NET, J2EE, SOA, ESB, MQ
ORACLE, SUN, NOSQL, MSSQL, MYSQL, XML, XSLT, UML, ETL, ebXML, HL7
C#.NET, LAMP, PHP, Python, Perl, Assembler, COBOL, CICS
BIG DATA, Hadoop Eco System, Avro, Apache Nifi,