Collaboration is essential in my role because Business Architecture and the Enterprise Project Management Office (EPMO) sit at the intersection of strategy, governance, and delivery. To be effective, I need to ensure that strategic intent is clearly translated into operational execution, something that can only happen when teams and departments work collectively toward shared outcomes.

As my role influences university wide change, I rely heavily on cross functional engagement to align priorities, remove duplication, and enable consistent ways of working. Collaboration ensures that roadmap decisions are informed by diverse perspectives, that risks and impacts are understood early, and that the organisation maintains a coordinated approach to transformation. Without strong collaboration, we would struggle to deliver coherent change, maintain governance standards, or create the enterprise level visibility required for confident decision making.

I work with my immediate team in Business Architecture and EPMO to ensure we operate as a cohesive, high performing unit. This includes regular team discussions to clarify priorities and maintain alignment, joint problem solving sessions to refine frameworks, methodologies, and standards and creating a culture where information is shared openly and everyone has visibility of key strategic activities.

By working together, we ensure consistency in how we support projects, shape architecture, and engage the wider organisation.

A major part of my role involves connecting different parts of the University to ensure programmes and initiatives aren’t delivered in isolation. I do this by ensuring programme and project teams have the guidance, tools, and governance support they need and facilitating cross-departmental conversations to ensure decisions are made with full organisational context, not just local optimisation.

This type of collaboration leads to better-quality strategies, more integrated solutions, and smoother delivery.

Success in my role relies heavily on strong, trusted relationships across both professional services and academic areas. I collaborate by engaging senior leaders to align strategic ambitions with operational realities and working with delivery teams to support them through governance processes without creating unnecessary friction.