Enterprise Architect

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SHUBHASHREE THEKAHALLY, PHD, CGEIT, ITIL

**********@*****.*** 802-***-****

VALUE PROPOSITION

Enterprise Architect with extensive experience in designing and implementing complex, enterprise-wide solutions across diverse industries (International Banking, Higher Education, Civil Aviation, Oil & Gas, Utility, Federal). Expertise in defining technology standards, guiding cross-functional teams, and developing scalable architectures aligned with business priorities. Demonstrated success in creating strategic roadmaps and ensuring regulatory compliance in dynamic, global environments. Unique qualifications and preparation for assuming a leadership role include:

Thought leadership, actionable high-impact results and advise on IT governance maturity, business alignment, and IT strategy

Strategic thinking and Enterprise Mindset

Served as a go-to advisor for strategic and operational guidance

Proficient in COBIT and ITIL frameworks

Business process re-engineering to augment revenue, improve quality, achieve business goals, standardize practices to reduce time, and cost and resolve problems

Influence business and IT leaders, make recommendations, and propose solutions

Proven problem solver, self-starter and works with minimal direction TECHNICAL SKILLS

Databases: Microsoft Access, MS SQL Server and Oracle, OSI PI Communication Tools: MS Teams, MS Share point, Jira, Confluence, GitHub Middleware: Informatica Data Quality, TIBCO BW

BI & DW: MS SQL Server, SAP HANA

ERP: SAP-PM, SAP ISU

BPM: Appian, SAP Signavio, MS Visio

Frameworks: COBIT, ITIL

EA Tools: Sparx, Archimate

Cloud Technologies: SaaS, IaaS, PaaS, BaaS, DRaaS

Project Methodologies: Waterfall, Agile, CI/CD, DevOps Change Management: BMC Remedy, Service Now, ADKAR

EDUCATION

AI Strategy and Leadership Program: Thriving in the New World of AI, MIT xPRO, Cambridge, MA PhD in Management Walden University - Minneapolis, MN (Dissertation: Effect of Retiring Custom Web Applications on Business and Information Technology Alignment)

M.S. in Managing Innovation and Information Technology, Champlain College - Burlington, VT B.A.in Math and Statistics, Nizam College, Osmania University - Hyderabad, India PROFESSIONAL CREDENTIALS – CGEIT, Member of ISACA, ITIL Foundation v 3.0, Trained Six Sigma Black Belt, TQM PROFESSIONAL EXPERIENCE

Koniag Government Services. (Client: ASPR, HHS) Feb 2024 – Jan 2025 Sr. Enterprise Architect

As Lead of the Enterprise Architecture team, supported the Administration for Strategic Preparedness and Response (ASPR) within the U.S. Department of Health and Human Services. Reported to the Director of IT Governance and Enterprise Architecture, providing strategic guidance, enterprise-wide architecture oversight, and alignment of IT initiatives with ASPR’s mission and objectives. I was responsible for:

Established and operationalized Enterprise Architecture (EA) for ASPR, creating governance structures and aligning IT initiatives with strategic objectives.

Established and chaired the Enterprise Architecture Review Board (EARB) to oversee IT standards, compliance, and modernization efforts.

Partnered with IT governance and PMO stakeholders to secure executive buy-in and ensure alignment with organizational priorities.

Authored the ASPR EA Policy (based on FEAF & BODEA), embedding ethical AI principles into enterprise practices.

Co-authored the ASPR EA Framework with the Director of IT Governance, incorporating Agentic AI, Zero Trust Architecture (ZTA), and AI governance.

Reviewed and contributed to HHS-wide EA policies, including the FEAF-based EA Policy and IT System Inventory Management Policy.

Ensured compliance by embedding CPIC, FISMA, and FITARA requirements into EA processes in collaboration with federal staff.

Served on the HHS Office of the Secretary IT Governance Board and the HHS Enterprise Architecture Review Board. 2

Dolese Bro Co Sept 2022 –Oct 2023

Enterprise Architect Leader

As part of the IT leadership team, defined enterprise-wide architecture, directed large-scale integration initiatives, and established technology environment standards and guidelines. Owned and implemented IT architecture aligned with business objectives, contributing to a holistic technology strategy and roadmap. Served as a trusted advisor to the Sr. Director/VP of IT on technology strategy, architecture, and IT governance, shaping enterprise-wide solutions and enabling strategic business outcomes. Formed and led a dynamic team of 3 architects.

Enterprise Architecture (EA) practice

o Defined and championed Architecture vision, strategy, deliverables, and governance policies to align IT with business goals and priorities.

o Collaborated with IT professionals, engineers, and leaders to document current-state architecture. o Developed and championed technology vision aligned with business objectives to define future-state architecture.

o Led development and upkeep the technology roadmap, Application architecture, design patterns and EA guardrails across infrastructure, Data Analytics and Integration and Application Development teams using C4 Model.

o Continuously monitored industry trends and disruptions, assessing impacts on targeted business outcomes and the technology landscape

Established EA governance to oversee architectural practice and manage architectural integrity. o Established and chaired the Architecture Review Board (ARB) and led setup of the Change Advisory Board

(CAB), deploying a Change Management Process that saved $30M annually. o Authored IT Change and IT Security policies, providing guidance on risk monitoring and compliance. o Led IT audits, serving as liaison with auditors, reviewing internal controls, IT risks, and security, and recommending remediation and process improvements

Enabling IT and Business Alignment

o Established and led the Technology Steering Committee, delivering a 3-year strategic technology roadmap. o Bridged IT and OT domains to enable cohesive digital transformation and enterprise alignment. o Rationalized the Application Portfolio to reduce complexity, redundancy, and drive modernization to improve architectural alignment

o Identified short-term and long-term operational improvements to prepare for future-state readiness. o Collaborated with the CFO to define IT risk and ERP strategies, supporting long-term business goals, compliance, and modernization efforts.

o Partnered with Supply Chain to initiate and approve SOWs, MSAs, RFIs, and RFPs; managed vendor engagements with Gartner, SAP Signavio, and COTS products such as Clue.

Defined and implemented Solution Architecture best practices, mentoring architects to apply EA principles, conduct design reviews, and reviewed solution plans for gaps or deficiencies.

Introduced Non-Functional Requirements to ensure digital transformations support future operational readiness and build in resiliency.

Led business process reengineering initiatives, recommending integrated solutions across people, process, information, and technology, achieving 120 hours/month reclaimed across three resources and $500K/month in savings while maintaining alignment with business practices

OG & E Energy Corp March 2017 – August 2022

Technology Manager –Architecture

As Technology Manager for Solution Architecture on the Customer Product Line, led the delivery of end-to-end solutions, finalized solution architecture, and served as a strategic technology partner across all business units in the customer domain. Directed and implemented best practices within the Solution Architecture Center of Excellence (COE) to standardize processes, drive architectural excellence, and ensure alignment with business objectives. My role includes: Enterprise Architecture Focus:

Partnered with IT leadership to align technology strategy with business goals, serving as a trusted technology partner to design, automate, and digitize business services.

Advised IT leadership and business partners on governance, technology, and industry best practices, contributing to strategic IT roadmap development and prioritization of new features and capabilities.

Provided technology direction, influencing positive change and supporting new product development and strategies to drive revenue and enhance customer services.

Collaborated with Enterprise Architects to build and maintain the Technology Capability Model (TCM) for the Customer Product Line, including capability maps, dependency charts, and application architecture.

Aligned strategic goals to operational services, digitized business processes, identified gaps, and engaged leadership to reduce technical debt, modernize solutions, and rationalize technology.

Represented the Customer Product Line on the Architecture Review Board (ARB) and Change Advisory Board (CAB), ensuring governance and compliance.

Delivered medium-to-large scale digital products including COTS products, supporting the full product lifecycle from ideation to production release.

Maintained industry and market awareness through participation in roundtable panels and continuous learning to inform recommendations and solutions

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Leadership & Delivery:

Managed a team of 5 Architects and held functional responsibility for 12 engineers across multiple development teams and vendors; supported recruitment including requisitions, interviews, and offer approvals.

Oversaw a $25M portfolio with a $5M budget, collaborating with resource managers to plan staffing, project timelines, and future resource needs.

Combined business, engineering, and design expertise to motivate and influence with a goal to align and convert complex business needs to technological or process solutions

Ensured regulatory and legal compliance, including NERC CIP, FERC, SOX controls, and EHS environmental regulations, while integrating solutions across utility SaaS applications (Azure/AWS) and COTS products for energy efficiency, distributed energy resources, outage communications, and predictive analytics.

Partnered with business SMEs, Enterprise Architects, SREs, and analysts to assess, design, and implement current- and future-state solutions meeting functional and technical requirements.

Led vendor selection and approval, evaluating pricing models, cost-benefit analysis, architectural impact, and alignment with OGE objectives.

Architected and implemented RPA solutions for the RPA Product Line using UiPath, and led the architecture and design to replace Fuel databases with PCI SaaS Application for the Grid Assets Product line. Accomplishments:

Enterprise Architecture

Contributed to enterprise Web and Cloud strategy, aligning technology initiatives with business goals for the Customer product line.

Revised and enhanced MSA and SOW templates to support cloud-based application deployments.

Developed Customer Domain Business Capability Model in collaboration with Directors of Utility Operations, Customer Support, Billing & Meter Data Management, and Sales & Marketing.

Led the Solution Architecture Center of Excellence (COE), partnering with the Chief Architect and Director of Technology Strategy, Architecture, and Innovation.

Contributed to enterprise architecture artifacts, all developed in MS Visio using the C4 model for the Customer product line, supporting standardized design and documentation. Solution Architecture

Led operationalization of OG&E’s Virtual Private Cloud, integrating multiple vendor projects (Azure, ADLS, Microservices, Event-driven, SQL, SAP) to enable enterprise-wide cloud adoption.

Implemented lean architectural patterns, generating $1.5M in O&M savings through reduced development cost and time.

Architected Purchase Requisition, PO, and reporting system leveraging Appian, SAP ECC, and TIBCO; established Appian Operating Environment, producing C4-model architecture artifacts.

Collaborated with UX designers, developers, and QA teams to rebrand and redesign OGE.com, enhancing user experience and engagement.

Partnered with Product Owners and Managers to digitize customer-related business processes, ensure compliance, and enable predictive analytics; worked closely with Director of Customer Utility Operations on Customer Utility Operations initiatives (Outage Map (using Kubra), OGE Mobile app (Kubra iMobile), StreamServe (CCM), Distributed Energy Resources (PowerClerk), Construction Services, Conversational AI(Kore.AI), IFTTT(SmartHours), CIAM (AADB2C), OneTrust (GDPR & CCPA))

Devon Energy (via Inceed Inc.) Jan 2014 – Feb 2017 Sr.Solution Architect, EHS

Led the enterprise-wide, Tier-1 Environmental Compliance Program for the EHS team, leading and managing ETL integration solutions using oil & gas data sources (BIDW/PDS, Wellview, TOW, SAP EAM, and PM) to ensure compliance with EPA regulations for the industry. My responsibilities were:

Managed development and maintenance of integrations to ensure compliance with revised EPA rules and regulations, overseeing a $3.5M budget.

Prioritized, strategized, and consolidated all EHS work requests to optimize resources, manage costs, and maintain timelines.

Conducted technical impact analyses, developed and maintained roadmaps, and evaluated business requirements to identify architectural challenges and propose solutions.

Engaged in business (M&A, divestitures, process changes) and technical discussions (platform and IT process changes) to align solutions with organizational goals.

Partnered with MDM team to define a unified data model, standardize definitions, hierarchies, and classifications; collaborated with Data Governance to improve data quality, security, and integrity.

Worked with data owners and stewards to develop policies, rules, and guidelines for managing master data, enhancing data quality and compliance.

Led strategy and delivery model for integration development and maintenance, collaborating closely with stakeholders across Well Engineering, TOW, BIDW, EAM, EHS, MDM, and IT teams.

Communicated project milestones, strategy changes, and risk status to IT and business leadership, ensuring successful solution delivery.

Designed and implemented solutions using Informatica and SAP HANA; conducted testing and query validation using HANA Studio.

My accomplishments include:

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Led re-architecture of Greenhouse Gas Emissions project, enhancing responsiveness to business needs and reducing organizational risk for Devon Energy.

Achieved $2M+ in development cost savings through continuous improvement by consolidating integrations, prioritizing work, and optimizing resource allocation.

Established work request management processes for EHS, eliminating duplication of effort and associated costs. FAA, MMAC (via Objectstream Inc.) October 2009–Dec 2013 IT Governance Project Manager

In this role, I was part of a team leading and implementing enterprise-wide IT governance initiatives. My focus was on portfolio and process governance, managing IT business process development to resolve operational challenges, and supporting enterprise-level strategic objectives. All projects were cross-functional and aligned with broader business and strategic goals. My role included:

Developed recommendations to drive organizational transformation across people, process, technology, and information.

Managed analysis, design, and delivery of IT processes supporting FAA strategic initiatives.

Influenced business and IT leaders, proposing solutions and guiding initiatives from ideation to customer onboarding.

Built and maintained trusted advisor relationships with ATO-IT leadership, including the CIO and Line-of-Business stakeholders.

Designed and implemented process governance frameworks, including policies, procedures, SOPs, templates, and guidelines, and led process improvement initiatives.

Identified and monitored risks, developing mitigation plans to ensure compliance and operational efficiency.

Applied process engineering methodologies using COBIT and ITIL frameworks to resolve problems and improve efficiency.

Measured process improvements, communicated findings to IT managers, and generated reports for ATO IT leadership.

Collaborated across departments to define metrics and reporting requirements to meet business objectives and drive actionable results.

Led cross-functional teams, coordinating efforts within and across teams, while also contributing individually.

Educated stakeholders, socialized processes, and developed training strategies to ensure adoption of governance policies and procedures.

Supported Organizational Change Management initiatives to drive culture change and ensure successful rollout of IT governance processes.

Researched industry best practices and benchmarked processes to enhance governance frameworks. Key accomplishments include:

Contributed to the IT Governance Operating Model and Governance Board Charter, establishing clear roles, responsibilities, and decision-making authority.

Conducted comprehensive assessments of the ATO-IT processes using RACI charts, COBIT maturity assessments, and capability worksheets to determine current governance awareness and identify underlying gaps.

Secured executive buy-in and support from FAA/ATO-IT CIO for governance initiatives.

Designed a high-level conceptual model for the TO-BE APM governance framework, identifying integration points with other governance areas

Led solutions and process automation supported FAA business objectives, achieving a 5% reduction in source code through optimized processes.

Facilitated legacy modernization by identifying software assets for re-architecture or rewrite via technology impact assessments aligned with enterprise architecture and strategic goals.

Monitored Application Portfolio Management (APM) to design metrics and analytics for informed IT leadership decisions, evaluating risks such as application retirements and vendor dependencies.

Led Change and Transformation via the Release Management Process (RMP), streamlining the deployment team, improving productivity, and establishing transparency and governance using ITIL best practices.

Automated processes using Jira, Confluence, Lotus Notes, and Remedy, providing real-time dashboards to monitor resource usage, task status, and process efficiency.

Implemented the Architecture Retirement Process (ARP) to reduce source code by 5% annually, decommission prioritized software assets, and optimize IT resources across multiple ATO-IT groups.

ARP metrics demonstrated a 30% increase in process efficiency, cost savings from reclaimed computing resources, and successful workforce reassignment without additional hiring.

Developed SharePoint-based dashboards to track process completion time, cost savings, released resources, technology transfer, and source code reduction.

Champlain College August 2001 – August 2009

Program Manager – Software Engineering Major

Strategic:

Led re-engineering of business processes across 20 core courses, standardizing practices to improve quality, reduce costs, and generate $10K in benefits and $23K in savings per course, totaling $660K in overall impact.

Directed internal process re-engineering initiatives, achieving $800K USD in annual savings, improving process speed by 30%, and increasing student and customer satisfaction. 5

Proposed a new Master’s degree program in ITAG (Information Technology Assurance and Governance), based on the framework recommended by isaca.org and included models such as COBIT

Developed and expanded the Software Engineering Advisory Board, fostering employer involvement, internship and employment opportunities, and long-term engagement with the College.

Successfully brought Microsoft onto the Advisory Board, replacing Oracle as the primary vendor, increasing revenue through new market segments, and reducing licensing costs for faculty and students.

Established strategic partnerships with Microsoft, including initiatives like the “Microsoft Best Coder” award to enhance student engagement and visibility.

Managed software development projects for local non-profits, strengthening community relationships and building goodwill with organizations such as the City of Burlington (LHCS), City of Colchester (FDRS & FDRS-Mobile), and Mercy Connections (ETDCM).

Program Management:

Directed the Software Engineering major, overseeing program-level requirements, curriculum management, faculty hiring, student enrollment, and quality assurance.

Responsible for the program review, assessment, and administration to ensure compliance with NEASAC accreditation requirements.

Developed the SWEET (Software Engineering for Emerging Technologies) major, redesigning the curriculum to align with emerging markets and industry demands.

Collaborated with Directors of Student Affairs, Marketing, Admissions, Career Services, and IT to ensure seamless program operations.

Managed and mentored a team of 8 faculty and staff across US and offshore campuses, including hiring, performance reviews, and professional development.

Coordinated with related departments to ensure FERPA compliance and proper procedural implementation across all campuses.

Managed a $3M USD budget for the program, including allocation for software, hardware, and server resources for faculty and students.

Oversaw development of software solutions for external stakeholders, serving as liaison for Champlain College and managing all customer communications.

Past Experience-The World Bank – Washington DC, Interconnect Network Systems – Dubai, UAE, NIIT Ltd - Bangalore, IN Additional Accomplishments

Panelist on Meet The Boss and SwitchON Americas on Business, Technological and Architecture topics

Reference in Boston Business Journal: Software developers aid rural fire teams

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