Who I am and what I do
I specialise in Business Architecture and work in an area that includes Business Analysis and Data. I’m currently working at the Met Office as a Business Architect. The Met Office is a fascinating place to be, especially when you’re focused on shaping the future of how data is managed and delivered. My role involves building consensus around a viable business and operating model for data and ensuring that activity across the organisation maps clearly to strategic goals. It’s about clarity, cohesion and connection.
Why I love Business Architecture
What I love most about being a Business Architect is the influence the role has in shaping direction. I get to design solutions that bring clarity where there’s complexity and help translate strategy into tangible outcomes. I also get to be that person who bridges silos—helping people see the bigger picture and how their efforts link to organisational success. The real spark comes from unlocking the best places to invest limited resources to create maximum strategic impact.
The challenge of being misunderstood
That said, Business Architecture isn’t always easy to explain. Unlike roles like Accountant or Project Manager, it’s not universally understood. Every time I join a new organisation, I often need to demonstrate the value of what I do, and that value looks different in every context. I am used to working with a lot of ambiguity. But it’s the best feeling to be able to convert that ambiguity into something well-defined and concrete!
How I keep learning and growing
Coming from a strategy background, I’ve had to be intentional about developing my technical knowledge. I focus my development on understanding systems and soft skills. I like to keep pace with the latest thinking in systems and service design, and I work closely with service designers and more technical architects to strengthen my ability to model organisations as interconnected systems.
Soft skills through real-world practice
For soft skills, I’ve found that the best development happens through doing. I regularly facilitate cross-functional workshops, lead co-design sessions, and prepare strategic briefing materials. I also lead a fortnightly Business Architecture collaboration session—a chance for Business Architects to come together, review outputs, and share best practices. These sessions are a goldmine for learning and reflection.
I feel lucky to have a solid support structure at Triad. I have access to all Udemy courses, a personal mentor, and a monthly Community of Practice. More than that, the culture is genuinely supportive. There’s always someone to bounce ideas off or get advice from, which makes a real difference.
What I’d tell my younger self
If I could give my younger self any advice as I was starting in Business Architecture, it would be this: be more confident, trust your instincts, and don’t be afraid to look stupid. I can remember sitting in meetings with senior stakeholders, sensing that poor decisions were being made, but keeping quiet because I assumed I must be missing something. It felt awful when those concerns played out just as I feared. These days, I’m the first person to point out what might seem obvious or ask the so-called “stupid” questions—because often, they’re the ones that spark real insight.
Being a Business Architect means stepping into complexity with curiosity and confidence. It’s not always straightforward, but your impact makes it incredibly worthwhile.
If you have a question for Kerry or the Triad team, please get in touch.
