Business Architect, Global Financial Solutions

Business Architect, Global Financial Solutions Reporting to: Head of Transformation Location: Luxembourg, London, Ireland or Amsterdam Business Unit: Global Financial Solutions Contract: Permanent, Full time, 40h/week Work Mode: Hybrid (3 days per week onsite) CSC’s Global Financial Solutions (“GFS”) business unit is undergoing a major transformation, moving from an office-led organisation to a globally integrated business organised by asset class. Six workstreams are redesigning how GFS serves its clients, operates its processes, manages its finances, organises its people, and develops its data and technology. GFS is seeking a Business Architect to ensure that these six designs combine into a single, coherent target operating model. This is a design-authority role within the Transformation Management Office (TMO). The Business Architect is responsible for end-to-end design coherence, ensuring that the client journey, service delivery model, process design, data model, technology platform, control framework and organisation design align - in the correct sequence - to form one integrated operating model. The role requires an architect who operates at a whole-of-enterprise level: able to maintain a complete view of the target operating model, identify interdependencies and points of conflict between the workstream designs, and apply sound judgement to resolve them. This is a transformation and design role; the Business Architect designs the target architecture and provides the business with a coherent, implementable blueprint to operate. Some of the things you will be doing Own the target operating model (TOM) architecture and ensure the six workstream designs integrate end to end. Chair the design-authority and integration reviews and hold design decision rights across the programme. Identify and resolve cross-workstream design conflicts, escalating only those matters that cannot be resolved within the design forum. Maintain the sequencing constraints across the programme; for example, the data model preceding the platform build, and process design preceding automation. Maintain the single design baseline and assess all change requests for architectural impact. Maintain clear accountability boundaries: the Business Architect owns design coherence; Programme Oversight owns planning and dependency tracking; workstream Owners own their respective designs. Translate the GFS strategy, values and design principles into the architectural standards to which the workstreams design. What Success Looks Like The six workstream designs integrate into a single operating model, with no unresolved architectural conflicts at each stage gate. A single, maintained design baseline is established and used by all workstreams. Sequencing is observed, with foundational designs completed ahead of dependent activities. Cross-workstream design conflicts are identified and resolved early, rather than during build. The resulting target operating model is coherent across the client journey, process, data, platform, controls and organisation, and can be implemented by the business. What technical skills, experience and qualifications do you need? A demonstrable record of designing enterprise or target-operating-model architectures spanning process, data, technology and organisation. Experience within financial services, fund administration, SPV or corporate services, capital markets, or a comparable regulated, multi-entity environment. Expertise in enterprise and target-operating-model architecture, and in integration and solution design. Knowledge of data and platform architecture sufficient to manage the sequencing dependencies between data, platform and automation. Experience in process architecture and design-authority governance. The ability to operate at an enterprise-wide level and to identify interdependencies and points of conflict across multiple designs. Sound judgement and the standing to establish and maintain design decisions in collaboration with senior workstream Owners. The discipline to balance enterprise consistency with continued delivery progress. Executive presence, with the ability to influence senior stakeholders and align them across businesses and jurisdictions. The ability to simplify complexity and translate strategy into a coherent, implementable design. A commitment to acting as a role model for CSC’s purpose and values, and sound judgement in making decisions aligned with them