Daniel Bram

As a member of the AI Expertise Center, I initiated the AI Reference Architecture and launched collaboration with the Data & AI team and other stakeholders inside and outside the organization. I advised on enterprise architecture and data integration in the context of AI adoption, and provided consulting on major projects regarding the added value of AI. I also structured the AI programme using roadmaps and capability-based planning, ensuring alignment between strategy, data, and technology.

Integrate architectural thinking into business analysis process to identify long-term implications of business decisions and

to ensure that solutions are scalable, sustainable, and aligned with broader enterprise goals.

Act as a liaison between business stakeholders, developers, and project managers to ensure that the architectural vision

is understood and considered in project planning and execution. Harmonize technical and business perspectives, ensuring

that each project milestone reflects the intended architectural blueprint. Providing regular and focused communication,

Translated architectural principles into actionable project outcomes.

Contribute to Tobania’s Center of Excellence, share valuable insights through case studies and lessons learned, advancing

the community's knowledge. Mentor emerging architects, guiding them through the nuances of architecture in a way

that's tailored to their experience levels. Present on architectural roles and responsibilities during Town Halls and

University Consulting days, reinforcing the importance of architecture in achieving strategic business goals.

Generated the business capability maps for Belgian notary offices and Fednot as an organization. Delivered initial capability maps as an alignment instrument and complemented them with overlays such as: TIME scoring, pace layering (core, differentiating, innovative), partner landscapes and Notary core activities overview.

Developed customer journeys and value streams for use across the organization and throughout the notary domain.

As a member of the ICT Management board provided advice an insight on strategic topics: a new (IT) operating model, Cloud Strategy and the ICT architecture practice.

Provided feedback and advised on new directives and legislation that impacts the Belgian notary profession as an internal (IT) consultant for C-level executives, legal department and international notary related directives and legislation.

Achievements Initiated the Notary strategy definition and development to the board of directors and executive board. Managed the strategic program for awareness and impact on short term and longer-term planning and budgets.

Executed the program to make a remote and digitally signed act possible for the Belgian notarial profession on the basis of a digital power of attorney. The product was delivered during challenging times and within a very short timeframe.