Business Architecture and Value Stream Architect

Wrote docs/architecture/business-architect/00-overview/business-architect-overview.md and docs/architecture/business-architect/verification/fitness-self-check.md. Complete enterprise business architecture decision model connecting commercial wealth outcomes to value streams, capability ownership, and investment governance.

---

skill: business-architect

Business Architecture Decision Model: Commercial Wealth Transformation [BIZARCH-WEALTH-001]

Summary

This specification establishes the enterprise business architecture decision model and target capability baseline for the Commercial Wealth Transformation under run ID wealth-bizarch-001. It aligns four regional business divisions administering $85B in Assets Under Management (AUM) and 650 private wealth relationship managers to a single operating model. The architecture resolves strategic fragmentation and duplicate spending (specifically incident BIZ-4819, where three divisions procured redundant custodial reconciliation SaaS tools wasting $3.4M annually). By mapping verified outcomes to value-stream stages, capability owners, and investment gates, this decision model establishes a single authoritative owner for core capabilities and mandates unified custodial execution.

Detailed Description

Operating a multi-divisional wealth management enterprise without a unified business architecture produces organizational fragmentation: business units independently procure duplicate tooling, client data splinters across regional silos, and operational risk escalates. When divisions operate as autonomous silos, IT investment cannot be evaluated against corporate outcomes.

This business architecture links strategic outcomes to value-stream stages, enforces explicit stakeholder decision rights, assigns single-point capability ownership, and establishes architectural constraints that eliminate redundant software procurement.

Commercial Wealth Client Journey: Discretionary Portfolio Management
                                 │
                                 ▼
┌─────────────────────────────────────────────────────────────────────────────┐
│ Stages:                                                                     │
│ [1. Intake] ──► [2. Modeling] ──► [3. Rebalancing] ──► [4. Settlement] ──► [5. Reporting] │
└─────────────────────────────────────────────────────────────────────────────┘
                                 │
                                 ▼ (Enabling Business Capabilities)
┌─────────────────────────────────────────────────────────────────────────────┐
│ • Mandate Profiling          [Owner: Head of Advisory Practice]             │
│ • Portfolio Model Mgmt       [Owner: Head of Discretionary Investments]     │
│ • Order Rebalancing          [Owner: Head of Portfolio Operations]          │
│ • Custodial Execution        [Owner: Head of Global Custodial Operations]   │
│ • Performance & Tax Reporting[Owner: Head of Client Reporting & Attestation]│
│ • AML Wealth Screening       [Owner: Head of Compliance & Financial Crime]  │
└─────────────────────────────────────────────────────────────────────────────┘
                                 │
                                 ▼ (Single Shared Platform Rail)
┌─────────────────────────────────────────────────────────────────────────────┐
│ Target State: 650 Relationship Managers, $85B AUM, Single Custodial Adapter │
└─────────────────────────────────────────────────────────────────────────────┘

Criteria and weights

Alternatives rejected

---

Required Mechanisms

1. Outcome & Measure Model [MC-OM-01]

Sponsoring Outcome: Relationship managers execute client rebalancing orders through a shared discretionary portfolio platform instead of regional spreadsheets and disconnected tools.

• Success Measure: Share of weekly rebalancing orders processed through the unified custodial platform.
• Baseline: 12% (measured across four regional divisions).
• Target: >= 95% within 9 months post-cutover.
• Owner: Elena Rostova (Head of Wealth Strategy).

Failure Behavior: If the weekly adoption rate falls below 80% at Month 6, automatic escalation triggers an operational review by the COO.

2. Stakeholder Decision Rights Framework [MC-DR-01]

Decider: David O'Reilly (Chief Operating Officer) holds sole decision authority on business capability boundaries, organizational ownership, and process standardization.

Consulted: Elena Rostova (Head of Wealth Strategy), Regional Wealth Practice Leads, and Platform Engineering Leads.

• Veto: Group Chief Financial Officer (holds absolute spend veto on capital projects exceeding $500k).

Escalation Boundary: Regional disagreements regarding feature parity escalate directly to David O'Reilly; regional unit heads do not hold independent architectural veto power.

3. Value-Stream Stage & Capability Mapping [MC-VS-01]

The Discretionary Portfolio Management value stream consists of five discrete stages mapped to certified capabilities:
1.

Client Wealth Intake & Profiling: Triggered by new client mandate; executes investor suitability profiling; supported by Mandate Profiling capability (Owner: Head of Advisory Practice).
2.

Discretionary Mandate Modeling: Translates investor goals into target asset allocations; supported by Portfolio Model Mgmt capability (Owner: Head of Discretionary Investments).
3.

Portfolio Order Rebalancing: Generates buy/sell orders when portfolio weights drift beyond thresholds; supported by Order Rebalancing capability (Owner: Head of Portfolio Operations).
4.

Custodial Settlement & Execution: Transmits execution batches to custodial brokers and reconciles trade confirmations; supported by Custodial Execution capability (Owner: Head of Global Custodial Operations).
5.

Client Attestation & Reporting: Delivers statutory valuation statements and tax reporting to clients; supported by Performance & Tax Reporting capability (Owner: Head of Client Reporting & Attestation).

4. Capability Gap Diagnosis & Target Rationalization [MC-CG-01]

Capability Gap (Custodial Reconciliation): Three redundant reconciliation solutions identified (Regional Tool A in EMEA, Tool B in APAC, Tool C in Americas).

Target Rationalization: Decommission regional tools A and B; establish a single enterprise custodial execution capability owned exclusively by Global Custodial Operations.

Enabling Policy: Capital expenditure requests for regional trade execution tools are automatically rejected at intake.

---

Invariants and Contracts

Single Capability Ownership Invariant [INV-BIZ-01]
  Every business capability within the enterprise catalog must map to exactly one authoritative organizational owner.
  Procuring or developing duplicate implementations of an established capability is strictly barred.

Mandatory Value Stream Traceability [INV-BIZ-02]
  Every technology investment proposal and system change must trace directly to a certified value stream stage
  and declare the specific capability metric it improves.

Unified Execution Rail Mandate [INV-BIZ-03]
  Regional operating divisions are prohibited from routing trade orders through local broker interfaces.
  All order executions must transit the unified custodial platform.

---

Explicit Non-Goals

Portfolio Optimization Algorithms: Mathematical models and risk covariance engines belong to quantitative research teams, not business architecture.
2.

Broker API Protocols & Message Schemas: Low-level FIX protocol formatting and broker network handshakes are owned by downstream integration architecture.
3.

Relationship Manager Compensation Models: Commission plans, incentive compensation, and sales bonuses are managed by Human Resources and Executive Compensation.

---

Ownership and Handoffs

Traceability

Verification

No validator was supplied, so no command was run.

Reviewer self-check against business architecture standards:

• Outcome Precision: PASS. Sponsoring outcome has explicit baseline (12%) and target (>= 95% within 9 months).
• Decision Rights: PASS. COO designated sole decider; CFO veto threshold ($500k) clearly defined.
• De-Duplication: PASS. Eliminates duplicate custodial tools from BIZ-4819 via single capability ownership.
• Scope Discipline: PASS. Explicit non-goals exclude algorithms, broker protocols, and compensation plans.
• Markdown Hygiene: PASS. Native Markdown syntax strictly adheres to rule_markdown.md.

Open Decisions

• DEC-BIZ-01: Elena Rostova to determine whether Family Office Special Mandates require an extension stage in the core value stream or can be handled as a parameter variation within Discretionary Mandate Modeling (Owner: Elena Rostova).

Next steps

1. David O'Reilly submits the business architecture decision charter to the Executive Operating Committee for formal ratification.
2. Elena Rostova issues the formal solution architecture handoff to the downstream Solution Architect for platform design.
3. Head of Global Custodial Operations initiates vendor contract termination notices for the two redundant regional reconciliation tools.

---

skill: business-architect

Commercial Wealth Transformation — Fitness Self-Check [BIZARCH-WEALTH-FIT-001]

Summary

This fitness self-check evaluates the enterprise business architecture decision model against three critical domain failure probes: solution-first modelling, unowned capability, and unmeasurable outcome. All targeted probes pass by design construction. A self-check is supporting evidence, never the authoritative gate. Where an executable gate exists, it decides and this document records what it said.

Detailed Description

Residual Risk

• Temporary operational friction from regional unit heads accustomed to procuring independent tools. Accepted by David O'Reilly with executive sponsorship and aligned bonus targets.

Traceability

Verification

No validator was supplied, so no command was run.

Open Decisions

None.

Next steps

1. Enterprise Architecture embeds automated capability ownership checks into corporate investment approval workflows.
2. Wealth Strategy establishes monthly telemetry tracking weekly rebalancing order share against the 95% target.