Context & Challenge

Quby (part of Eneco) was building a smart energy proposition around connected devices in homes, with tens of thousands of always-on endpoints and plans to scale internationally.

Challenges included:

• A home-grown IoT platform and data centre footprint that were not designed for international scale.
• Growing cost and complexity with an expected device park of 100,000+ always-on units.
• A need to build advanced energy analytics and AI-based services from streaming device data.
• Limited clarity about the target organisation model required to operate such a platform.

Objectives

• Define an AWS-based multi-tenant platform suitable for international expansion.
• Design a target IT portfolio and migration path from the existing on-premises environment.
• Create an in-house data practice capable of aggregating and analysing device data at scale.
• Optimise cloud costs given the always-on, high-volume nature of the device park.
• Assist in structuring the organisation and teams to own and evolve the platform.

Approach

1. Target Architecture on AWS

Designed a multi-tenant AWS platform to support multiple countries and partners. Defined service boundaries, data flows and security patterns suitable for IoT data ingestion and processing.

2. Migration Design from On-Prem to Cloud

Analysed the initial on-premises server farm and home-grown IoT platform. Planned the migration to AWS, balancing risk and speed.

3. Data Practice & Big Data Platform

Designed an in-house data practice focused on aggregating data from all devices (>100,000) into a central big data platform. Architected the data flows necessary to support AI-based energy segregation and other advanced analytics use-cases.

4. Cost Optimisation

Modelled expected traffic and storage patterns for the device park. Designed architecture choices that would keep cloud costs manageable as the platform scaled.

5. Organisation & Handover

Helped define the target organisation model (teams, roles, interfaces). Assisted in hiring team leaders and ensuring a clean handover so internal teams could own the platform.

Solution highlights

• A scalable multi-tenant SaaS architecture on AWS for smart energy services.
• A big data platform aggregating IoT data from 100k+ devices to feed AI-driven energy analytics.
• An initial data practice embedded in the organisation rather than fully outsourced.
• A clear migration path from on-prem to cloud, minimising customer impact.

Outcomes

Quby/Eneco gained a cloud-native platform blueprint aligned with their international ambitions. The organisation had a clear plan to grow an internal data practice capable of building differentiated AI-based services. Cloud spend was approached strategically from the start, considering the economics of always-on IoT.

Context & challenge

MegagroupTrade needed to modernise its IT landscape to support digital commerce and integration with multiple partners and channels. The existing e-commerce system was tightly coupled to an on-premises Dynamics AX ERP, cloud maturity was low and there was no coherent API strategy. At the same time, the business wanted to move quickly towards a more flexible platform model.

Objectives

• Envision and deliver a cloud-based, API-first platform on Azure.
• Re-platform the existing e-commerce system and integrate it with Dynamics AX.
• Roll out company systems to Azure with proper identity, networking and integrations to other SaaS providers.
• Select the right vendors and build the internal engineering capability to sustain the platform.

Approach

1. Platform vision & architecture

I worked with business and technical stakeholders to envision the future platform and its role in MegagroupTrade's strategy. We designed an API-first architecture to decouple e-commerce, ERP and other services, enabling cleaner integration patterns and faster change.

2. Azure cloud foundation

I designed and implemented an Azure-based platform with virtual networks, secure connectivity to on-premises systems and identity management via Azure AD. This created a consistent foundation for applications and services to move to the cloud.

3. E-commerce re-platforming

The legacy e-commerce system was re-platformed onto Azure and integrated with the on-premises Dynamics AX ERP. The architecture preserved critical business processes while decoupling components enough to make future evolution manageable.

4. Vendor selection & team building

I led vendor selection for key parts of the platform, balancing capability, cost and fit with the target architecture. In parallel, I supported the hiring of engineering talent and helped define delivery processes appropriate for the new platform.

Solution highlights

• A cloud-first, API-based platform on Azure that made integration with partners and channels much easier.
• A networked Azure environment, including virtual networks and on-prem connectivity, giving a clear pattern for future workload migrations.
• Centralised identity management with Azure AD, providing consistent access control across applications and services.
• A more mature engineering organisation with vendors and internal teams aligned to the new platform.

Outcomes

MegagroupTrade moved from a tightly coupled, on-premises architecture to a modernised, cloud-based platform. The e-commerce channel became easier to evolve and integrate with other systems, directly supporting business growth. Internal teams and processes were upgraded to match the new technical capabilities, setting the foundation for future AI and data-driven enhancements.

Context & Challenge

SUSE underwent a complex carve-out and subsequent merger, involving multiple vendors and a large, inherited IT landscape:

• ~400 applications across business domains and geographies
• On-premises systems that needed to move to AWS and secure internal environments
• Parallel initiatives to implement S4HANA Cloud, Salesforce, Marketo and other strategic platforms
• A fragmented collaboration landscape (Slack, Microsoft Teams, Rocket.Chat, IRC, multiple email flavours)

The challenge was to separate, simplify and modernise the IT landscape while keeping the business running and aligning with the new ownership structure.

Objectives

• Define and govern the target architecture for the carved-out company.
• Rationalise the IT portfolio from 400+ applications to a manageable, coherent set.
• Guide the migration to AWS and new SaaS platforms (S4HANA Cloud, Salesforce, Marketo).
• Design the target IT organisation and operating model to support the new landscape.
• Unify collaboration and identity across the merged organisation.

Approach

1. Portfolio & Architecture Governance

Led the overall enterprise architecture workstream within a multi-million Euro programme. Collaborated with Accenture and internal stakeholders across all departments. Established architecture principles and governance processes to review all major designs.

2. Portfolio Rationalisation

Analysed the full application portfolio (~400 apps). Identified redundancies, legacy systems and opportunities for consolidation. Designed a roadmap to reduce the portfolio to around 80 key applications, aligned with business capabilities.

3. Cloud & SaaS Migration

Reviewed and guided target architectures on AWS and secure on-prem systems. Oversaw migration to S4HANA Cloud (SAP) as the core finance platform, Salesforce for CRM, and Marketo for marketing automation.

4. Collaboration & Identity

Scoped and helped implement a unified digital collaboration platform to replace Slack, Rocket.Chat, IRC and multiple Teams setups. Oversaw design for Enterprise Identity Management involving AWS IAM, Okta and Azure AD.

5. Organisation & Operating Model

Designed the new IT organisation and operating model, including required roles, skills and governance. Supported hiring and vendor coordination across multiple teams and countries.

Solution highlights

• A documented target IT landscape anchored around AWS, S4HANA Cloud, Salesforce and Marketo.
• A portfolio rationalisation roadmap reducing complexity and operational overhead.
• A unified collaboration platform and identity backbone to support a multi-national workforce.
• An IT organisation blueprint that aligned people, processes and technology with the new strategy.

Outcomes

From an external/fractional position, key outcomes included:

• Portfolio reduced from ~400 apps to roughly 80 strategically chosen systems.
• Successful migrations to AWS and key SaaS platforms without major business disruption.
• Clear architectural governance, enabling SUSE to make consistent technology decisions across multiple vendors.
• A more coherent, scalable IT landscape ready for future innovation and M&A.