David Presland

Did you know that IBMs Watson provides us with AI generated insights at Wimbledon? ➡ By combining the power of hybrid cloud and enterprise-grade AI, IBM transform over 2.7 million Wimbledon data points into insights, automates key business processes and secures Wimbledon's digital operations. ➡ This year, some of the most compelling stories of the tournament will be told with the help of IBM watsonx, the enterprise-ready generative AI platform. ➡ AI-powered fact sheets are used to generate meaningful insights – including a player’s likelihood to win their upcoming match-up. 😲 #ai #wimbledon #ibmwatson #watsonx

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Something I've been pondering for a number of years and finally got irritated enough to post... How have IT suppliers, especially SAAS providers, managed to remove the concept of a resolution time from their service contracts? Clients pay them to deliver a service and yet, retain all the risk for the supplier not delivering, even when suffering significant service impact. The only material element that is offered is what they pass off directly down to the Cloud suppliers, Availability, retaining no risk themselves for the pain that they can inflict through bad management of services delivered by them. Surely it is within the supplier's gift to restore services to the last known working configuration within a decent timeframe so clients can manage the expectations of their customers? I get, with shared code bases, that actual fixes can be difficult to estimate and guarantee, but restoration should be manageable and actually represent a supplier's confidence in the ability to deliver its services to its clients. Time to push back against this?

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HMRC: Hyperscale PaaS for Hyperscale Performance. HMRC offers an exemplar blueprint for a Platform Architecture, and how it can enable rapid digital service innovation at hyperscale levels. HMRC's Multi-channel Digital Tax Platform (MDTP) employs Continuous Delivery at scale, operating a cloud platform for over 130 user-facing applications powered by over 1000 microservices. The platform delivered financial support to more than 12 million employed and self-employed workers during the pandemic, processing 67,000 job claims within half an hour and handling 440,000 applications for government grants on the first day of its operation. Learn more in this talk from Ben Conrad and Matthew Hyatt.

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A very useful perspective!

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This is not a ColdFusion unique issue, but it is vitally important to focus on as a CFML developer. Simply put, as a hiring manager I can go out and find an exceptional OOP programmer and teach them CF in a few weeks and have them pushing production quality code. That's neither hyperbole nor hypothetical, this fall you'll hear from company leadership who has done this consistently & successfully for years. So why would I hire someone who hasn't taken the effort to update their own skills instead of someone who has? Think of it like this: if you were an auto mechanic and didn't update your skills to keep up with modern tech in cars, you'd soon be out of a job as less and less low-tech cars stayed on the roads and needed repair. Exactly the same here. Sure, there's the occasional classic, but the real volume work is in the high-tech, complex engined modern vehicles (more and more electric these days). Code is the same. Yes there's legacy still out there, but more and more companies are refactoring to modern. They won't go back. If all you know is top-down procedural CFML, you will be left behind.

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In the software development process, cloud infrastructure is a vital piece of the architecture but something that’s frequently treated as a secondary consideration, often created manually and very rarely documented. This can leave you in real trouble if for any reason you need to rebuild or duplicate your infrastructure. At Honest Burgers Ltd we’ve recently completed the task of scripting our Microsoft #Azure infrastructure using #Bicep, a domain specific language which has allowed us to automate the deployment process and makes future changes simple and fully trackable through version control. The whole process was a lot more straightforward than I initially expected and is something I would strongly recommend for anyone who builds cloud hosted systems. https://lnkd.in/exVKZ2Yy

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This week, #FractionalFriday seems a bit more like freaky Friday. It's been an interesting spring, as people have been very much up for discussing fractional working. I'm more confident than ever that fractional enterprise architecture has its place at SMEs and also in large organisations. Getting an EA resource to assist the work around major #projects, #digital transformations, or #product and #strategy programmes, will definitely help. So where there isn't sufficient budget or available contact time, it makes complete sense to only pay for the service you're going to use. It's just that in April. It has got very ghosty. The main thing that concerns me about the fact that people are putting feelers out, and then disappearing, is that life doesn't stop. For sure, there are a lot of things making the market difficult just now, but the real pace of change is only going to get faster. So massive projects aren't really 'on hold'. The swarm of salespeople, account managers, customer success people, and whoever else, that are desperately trying to find their way into mailboxes and voicemails. They're not doing it for fun. Things still need to keep moving, no matter how tight the purse strings are being held. In these circumstances, where things are on a bit of a go-slow. It usually has the same effect on GRC (governance risk and compliance) functions, as a crisis does. In a crisis, you can't hang around waiting for the next architecture review board to meet up. In a go-slow, if the production line is going to stop because a machine need replacing, you don't wait until the Visio licence gets renewed. You just get it done. So it's understandable that things are a bit ghosty, for people looking for primary EA roles. But that's what fractional enterprise architecture is for. In fact it's what any fractional specialism is for, like #PMO, #BenefitsRealisation, #CISO, #CTO, #HR, and many more specialisms that are too expensive when times are tight. I've always tried to be polite about the money side. Nobody should hire fractionals just because it's cheaper. But it is cheaper, at least cheaper than a full-timer with equivalent skills and experience. So I always tried to push the time aspect of fractional because nobody likes to be made to feel skint. But if you need a fractional specialist, and you can't afford a full-timer. That is what we're here for. As long as we can do something useful in the time that you've got the funds for.

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guard your mental health, of course.

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Take a journey with us this week and learn a little something about #DigitalTransformation 👇

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Your business data is backed up and recovery tools are in place. So, your data is safe, right? Sadly… not always. Here’s why we recommend backups are checked regularly... #ITSupportGlos

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A couple of days ago I wrote about receiving 500 applications for the vacancy of Director of IT Operations and people’s choice of photos on their LinkedIn profile. There were a range of comments and perhaps I should clarify some points… Usually for a vacancy of Director of IT I’d expect circa 100 applications, so why 500? The reason is that sadly, some IT leaders are out of work and have been for several months, hence the volume of applications. I’ve never known a market like it. For months now the number of IT vacancies has been very low across the board in both contract and permanent IT recruitment. The volume is driven by people that want to get back to work. Each applicant needs due care and consideration and currently I’m not aware of an AI recruitment tool that can fairly assess these applications. However, if a recruitment professional has real experience of one that has been successfully used, then I’m all ears. And about photos on LinkedIn profiles…… Like many organisations, we advertise IT vacancies on LinkedIn.  The LinkedIn recruitment module, Recruiter, holds all applications for recruiters to review. As we open each application on LinkedIn Recruiter, the applicant’s LinkedIn photo is in full view. It can’t be avoided as it is how LinkedIn Recruiter operates. Its not a case of going to search for the applicant’s LinkedIn photo, it is just simply there. There are a range of photos, but the photo is never part of the recruitment decision making process. Occasionally, one photo is a bit unusual and when you’re reviewing so many applications is it something different in the day. But no more than that. The applicant’s CV is reviewed and considered applying the same criterial as all the other applications. Our approach to recruitment aligns talented IT professionals with our client’s career opportunity so that both can thrive. The CV of each applicant, whether via LinkedIn or any other medium, is carefully reviewed considering the specific expertise the client requires and the documented evidence of the required expertise in the CV. We only recruit for clients that provide equality, diversity and inclusion in their workplaces.

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I completely agree with Dave Jones — having a seat on the Executive Team is crucial for any CIO or CTO. Their role is pivotal in driving tech strategy, operational efficiencies, and digital transformation. Without that executive presence, the strategic value of tech leadership might be overlooked. I've seen a similar trend with CDO's In the insurance sector, data is increasingly becoming a separate function, often reporting to the COO. According to Gartner, 60% of insurers have a CDO role, and IDC reports that 72% of insurers see data and analytics as key competitive drivers. This raises a thought—should CDOs also have a seat at the executive table to ensure their strategies align with overall business objectives? Thomas Lewis, Ben Steele, Marion Shaw

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Is there an Identity Crisis in Enterprise Architecture??? I speak to many architect leaders who constantly have to argue the importance of enterprise architecture. In the race to modernise and streamline operations, the role of enterprise architects and legacy IT skills remains crucial. Despite the push towards new technologies, legacy systems continue to underpin day-to-day business functions. In a recent article, I read a quote; "Legacy technology — usually enterprise applications such as ERP — are responsible for running the business. There is no way that companies can give up on these applications immediately." These legacy technologies are becoming a hindrance to agility and innovation. This shift is creating an identity crisis within enterprise architecture. On one hand, the foundational role of legacy systems is undeniable. On the other, the pressure to modernise and integrate AI capabilities is reshaping the landscape. For IT leaders, striking the right balance is key. Embracing the value of legacy systems while navigating the demands of modernisation requires a nuanced approach. It's about leveraging existing strengths while positioning the organisation for future growth and agility. In this evolving landscape, enterprise architects play a critical role in guiding organisations through this transition, ensuring that legacy systems continue to support business operations while paving the way for innovation. The value of these skills and the expertise they bring cannot be overstated. The importance of both preserving and evolving our technological foundations becomes clear. Legacy tech and enterprise architecture are not relics of the past but essential components of a dynamic and forward-thinking IT strategy. #solutionarchitect #enterprisearchitecture #ITarchitecture

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PlatformCon 2024 5 key takeaways from Colin Humphreys' presentation. 1) Employ a "Product Mindset" 2) Find The Right Abstractions For Your Organisation 3) Democratise Your Platform 4) Everywhere is Brownfield, Everything is Complex 5) Day One is Easy, Day Two Thousand is Hard https://lnkd.in/gTaVE7KP

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❗New Case Study❗ A big focus of mine currently is compiling case studies from the work we have done and are continuing to do with our clients across Europe, with a particular focus on Microsoft and the wider IT Infrastructure. Below is a case study that has been written in consultation with one of our customers in the Finance Industry in Denmark, their internal IT team, and the team of 12 external consultants my team and I were responsible for connecting them with. ___________________ When my client decided to transition from their on-premises Virtual Desktop Infrastructure (VDI) to Azure, they faced challenges in ensuring minimal downtime and data security. My role was to support their migration by providing experienced external consultants to ensure a smooth transition. The client's IT team conducted a detailed analysis of their existing VDI setup, including workload, user requirements, and network infrastructure. Based on this, they chose Azure Virtual Desktop (AVD) for its scalability, security, and cost-effectiveness. I connected the client with skilled external consultants specializing in Azure VDI migration. These consultants provided technical support, including configuring Azure Virtual Networks (VNets), setting up ExpressRoute for secure connectivity, and developing a disaster recovery plan. They also guided the client through using Azure Migrate for assessing and migrating on-prem applications and data. Throughout the migration, the consultants offered step-by-step technical assistance. This included setting up the Azure environment, configuring virtual machines, and ensuring accurate transfer of user profiles and data. They provided scripts and automation tools to streamline deployment and reduce errors. Security was a top priority, and the consultants ensured the implementation of multi-factor authentication (MFA), set up Azure Security Center, and ensured regulatory compliance. They followed best practices for securing virtual desktops and sensitive data. Post-migration, the consultants conducted training sessions to help the client’s IT team manage and optimize their new Azure VDI environment. This included documentation and video tutorials on monitoring, scaling, and maintaining the Azure infrastructure. In conclusion, my role in providing skilled external consultants enabled a seamless transition from on-prem VDI to Azure. By ensuring the client had access to the right expertise and information, we achieved a successful migration with minimal disruption, enhanced scalability, and improved security. ___________________ As more and more barriers are slowly lifted in the highly regulated sectors such as finance, I expect more customers to reach out to do similar migrations. If your business is ready for this transition, please reach out to myself in order to discuss collaboration. [email protected]

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It’s no secret that the best IT talent brings the best ideas to problem solve, find solutions, deliver improvements and help organisations evolve. If you’re thinking of recruiting for your IT team and think you just drop the job spec into an advert with a list of what you want… then think again. Does it look exciting to you? What is in it for the candidate? The best IT talent has ambitions and your advert has to show those ambitions can be realised, if you want to attract the best to apply. Rather than a list of responsibilities and a list of what you want, an advert must quickly grab attention with the opportunity to make a difference, so moving it from a job spec to a career opportunity. You’ve got to create a picture and set the scene for why your career opportunity is better than where that person works now AND the other adverts they could apply for too. It needs to compete. Asks yourself - is it interesting, exciting, desirable and meet aspirations……would you apply to the advert? Just think about it……do you go out to buy a car looking for a car that hat has 4 doors and engine that gets you from A to B? OR do you look for one that meets your needs and aspirations whether that is comfort, the drive, aesthetics, the way it makes you feel?   I’ve successfully drawn out and recruited the best IT talent for clients by creating adverts that are career opportunities to appeal to the right candidates’ aspirations, from IT graduate to IT Director and many vacancies in between. I understand what motivates IT talent for different job functions and write adverts that appeals to them. If you’d like to save yourself the hassle and time of advert writing then sifting through CVs and prefer a well-qualified shortlist of the best IT talent available for your vacancy, then let’s chat. #ITtalent #ITrecruitment #jobadvert #talentacquisition #ITvacancies #ITrecruiter

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One thing I've never really understood is multiple CIO's working for the same business but in different countries. Surely each country will have their own market nuances, which will in turn alter the objectives, which will then make it really difficult to pull it all together at a 'Group' level. Surely the Group has common objectives but CIO's in different countries will have different motivations. I'm not saying it's wrong by the way... just never understood it. How does it work in reality? #cio #CTO

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