An Enterprise Architect who speaks business, not just tech

I work with senior business and technology leaders on high-stakes technology decisions — where the consequences are financial, operational, and strategic, not just technical.

Starting from business priorities, I align IT strategy, project portfolio, and spend so that technology serves the business — and bring order when the path forward is unclear.

→ Book a 30-min architecture conversation

When leaders typically bring me in

BUILD — launching new capabilities

Standing up a new business unit, product, or platform from zero.
Designing operating models and architecture that can scale with the business.
Moving transformation programmes from slides to shipping.

FIX — restoring order after disruption

Post-M&A integration: realigning overlapping systems, data, and ownership.
Reorganization: connecting structure, processes, and IT to a new strategy.
Cost and risk: reducing run-costs and legacy exposure without damaging critical capabilities.

I am most useful when an organization is about to change direction. Less useful for steady-state administration.

Selected outcomes

National top-2 aviation hub. Product portfolio reduced from 4,600 to 1,200 items and time-to-market cut threefold — by rebuilding classification, lifecycle rules, and governance across 19 legal entities.
Major European retail group. A post-merger core-retail-platform roadmap that made retain / rationalize / replace trade-offs explicit — optimizing IT investment by removing functional duplication across banners and regions.
European industrial equipment manufacturer. A subscription-management blueprint that moved the business from one-time equipment sales to recurring service revenue — bridging CRM, subscription, and ERP into a single order-to-quote flow.

How I work

I sit at the business–technology interface, using enterprise architecture as a decision discipline rather than documentation — helping leadership see the organization as a system and connect strategic intent to structural choices.

Frame the decision. Most initiatives stall because the real decision is never clearly stated. My first contribution is usually to name it — which takes a grounded read of how the enterprise actually works.
Surface the trade-offs. Cost, risk, speed, reversibility, strategic fit — made explicit so leadership can choose deliberately rather than default.
Design the target state. A structured view of where the organization is going, and the minimum changes that get it there.
Stay close to execution. I work directly with data, teams, and prototypes to make sure the decision holds up in reality.

Explore the site

The navigation covers the main sections; these are the usual starting points:

Cases — selected engagements and the full track record, browsable by role and industry
Articles — field notes on enterprise architecture and transformation
Services — engagement formats and how an architecture advisory works in practice
Business challenges — common situations leaders bring to an architect

Architecture-as-code — an open methodology I build

The same conviction — enterprise architecture as a decision discipline, not documentation — I take further in the open with Transitrix: an architecture-as-code methodology, MIT-licensed, and an editor extension and CLI to author it. More at transitrix.com.

Let’s talk

If you are facing a complex technology decision — M&A integration, a scaling programme, cost restructuring, an AI adoption question, or a stalled transformation — a short conversation is usually the best way to see whether an architectural perspective would help.

→ Book a 30-min architecture conversation

Email: valerii@korobeinikov.consulting · LinkedIn: Valerii Korobeinikov

No sales pitch. Just a structured discussion about your situation.