 I actually started as a system engineer a number of years ago. So I've been, I guess, in my work life, I guess about 25 plus years, started off as a system engineer and assistance architect, and then moved into program management. I've been doing program management for a number of years, and for me, program management is all about simplifying the complex. I think that's what architects do, is they state complex problems and help us to simplify and see it in a new way, in a way that we can actually solve problems. And at our company, we try to solve some of the hardest problems there are out in the world. So with that, I'd like to give you an overview, a little bit about Raykian. Raykian UK is a subsidiary, and then I'll turn it over to Brian Lell and talk to you a little bit about how we see business architects and systems architects. Alright, so next slide. Okay, so a little bit about our company if you don't know about Raykian, but in 2017, we generated about $25 billion in turnover, 64,000 employees, and our headquarters is in Boston, so a US company heritage is really started in the Boston area of MIT. Some of the key inventions and things that we are part of was we invented the microwave oven, we also invented radar as well in World War II. So the company has a long heritage since the 1920s, and in the UK, we actually have a heritage all the way till about 1902 in that we had a similar company called ACCOSR that developed the MeliMaker radio and also helped out with World War II in terms of the British chain defense in World War II. So a very interesting company, and we've got over 15,000 contracts globally, so we work on a variety of things, and I'll talk on the next slide about some of the mission areas that we work on. So we are well known for our radar solutions, known well as a radar company. We've got five companies in essence, but we've been well known for some of our brands in terms of Patriot and missile defense solutions in integrated defense systems in the northeast of the US and the Boston area. That's where we developed some of the biggest large scale radars out there. And in IIS, Intel and information services, we provide training solutions. We also provide cyber security solutions. We are actually responsible as a company for Protecting.gov. I mean, that website and the largest DOD and Homeland Security contract for cyber. So a very diverse company. Missile systems where Brian and I have come from and grown up, we provide a variety of effectors and interceptors throughout the world for many countries. Space and airport systems provided radar for both space and airport platforms. And finally, Forcepoint, which we bought a few years ago as a part of the joint acquisition. So that company provides products and software security products for over 150 organizations that have some of the leading software from Protecting.gov now works. So a little bit about RayCount UK. So I've been a part of the subsidiary for about three and a half years. We have a variety of locations in the last few years. We've actually opened up a couple of cyber innovation centers. One in Gloucester, one in Manchester. So the company is significantly investing in this subsidiary. We've got 1,600 employees here. Our spend actually helps drive about 10,000 jobs here in the UK. 700 million pound turnover on an annual basis. We're investing about 20 million pounds per year in research and development. We've spent over 250 million in the last 10 years. So significant driver to prosperity. We've got multiple areas that you can see. I lead the defense portfolio, which has both effectors, complex weapons and manufacturing of subsystems. But we also do GPS deny solutions, including anti-jam solutions. We are well known here in the UK for our intelligence surveillance reconnaissance. We deliver the Sentinel platform, which does wide area surveillance for the Royal Air Force as well as a tactical asset as well. So, you know, the Royal Air Force is celebrating the centenary we're a part of that this year because we're key enablers in their success and for now and for the future. I talked a little about cyber intelligence, but that business has grown significantly for us. We've got two cyber innovation centers in the West Country and in the Northwest of Manchester. That business has grown significantly in terms of employees. We've got about 200 employees there. And finally, we have a Canadian division called Ernst Lights Canada. So it has its heritage from Leica. And it provides some of the precision-optical systems throughout for our rifle sites and for our friend and system. So, a very interesting portfolio. Raykion is really, in the last few years, switching to a more global company. So Raykion UK is one of four subsidiaries. So we have Raykion Emirates, Raykion Arabia, and also Raykion Australia. So four subsidiaries are part of the US company, but we are moving more to a global company that's trying to provide innovative solutions to make the world a safer place. And we're finding that those ideas are coming everywhere and throughout the world. So we are increasing our presence in its key markets where we see major growth. Okay, so I want to talk a little bit about my experience with system architecture. I'm not a certified system architect, but I actually started as a system architect, system engineer. I took a lot of the classwork, the traditional architecture framework classes that many of you probably have taken or have interest in. So there's always been a demand for systems architects in large complex programs and portfolio kind of product line solutions in multiple domain areas. The thing that's changing for us is we're seeing that we have to build solutions that are in multiple cross and multiple domains. For example, we're building things that start off as an air solution, it goes to a land solution, or you need something that crosses those domains. And so we're building both defensive and offensive solutions in some cases that have multiple uses. There's a gradient for seeing how much more value we can get from our solutions in a quicker time frame. I mean, there's a big demand for rapid solutions, solutions that may only offer half of the capability at half the cost. I mean, there's a lot of discussions. And then we feel as a company that we can help our customers go to rapid development, rapid capabilities for solutions, because sometimes the warfighter needs those solutions rapidly. But what's also changed is there's a, because of the complexity of large capacity and large scandal and our company has grown significantly over the last 20 years that I've been involved in the company, that the thing is that we've got suppliers in many countries, we have customers in many countries, and we have supply chains around the world, really a global supply chain. And that really demands us to look at how do we best determine a commercial solution, technical solution, and a business solution that provides customer what he or she needs. And so we are employing business architects to help knit the company together, knit our supply chain so that we're truly one team for the customer. And we're able to talk about reach back solutions both in the U.S. and in other markets. So before we kind of thought of markets as singular, now we're looking at markets and multiple markets, taking some solutions that are developed overseas back into the U.S. aerospace defense market. And so I see a really big demand for business architects, systems architects. I mean, we're always recruiting for systems architects, but also business architects. We're involved in business transformation as many companies are. We're always looking at seeing how we can upgrade our infrastructure or technologies internally and externally to meet customer demands and customer opportunities. And so with that, I'd like to introduce Brian Lell. So I've worked with Brian for a number of years, and he'll talk a little bit more, and then we'll take some questions. Thanks, Ryan. That was a great intro. And one thing I'll add to Steve's introduction is I also believe this is our virtual work stream under the architecture forum, and you'll see a little bit of that at the end of the week today, and then you'll see a lot more of it when I dive much deeper into our architecture base study tomorrow. So this is a quick view of our architecture of Raytheon, our architecture relief for Raytheon. We're all seekers, is back here in the audience, we're all the other way. We have a certified architecture program which is accredited by the open group. There's not a very many companies that have done that, where Raytheon is one of the only defense companies that has done so. So you see a quote by Steve up there that we show around. So we use that for many purposes, as Roy mentioned, that yes there is enterprise architecture that is primarily focused on guiding your information technology investments as we're going into the incredible growth of technology that you heard about over the last two or three weeks this morning and managing that complexity. But we also use enterprise architecture as a strategy tool. So some of you might wonder why wouldn't we want to have Roy, one of our executives, get up to talk about the markets, the business growth, the globalization. I would say if you as a business architect don't understand the business strategy, you're not going to be a business architect. So that's why it's important to work with your readers and understand where you're going to be strategically, markets, products, geographical regions and so forth. So we use our presentation for all these different types of purposes. So this is really our last slide. I will spend a few minutes on it and then we're going to come back to it tomorrow and dive deeply into the case study. You heard the announcement this morning about the TOEF 9.2 update and some of those significant updates were the business architecture space. You see those on the left side bringing and escalating the use of business models as a way of which to more articulately understand the strategy and put it into a framework. That is now what we say in the vision phase where it belongs to be able to help the enterprise architecture to the right of the company. Where does the company need to go? What is it that needs to shape and set the scope for your enterprise architecture? If you go further down on the left, you'll see that introduced business capabilities, the descriptions in a framework that can set it. Here is your ability to do things as a company having a standard framework or business capability map that can be used for everything your company does and then the old start to establish heat against that business capability map to assess where is your strategy driving you that then says we need to improve and grow some of our capabilities as an organization or a business or an agency. And then finally, we can put an introduction to value streams in TOGAF 9.2 where the activities your company or business must go through to be able to provide value to a set of stakeholders. The business capabilities and value streams are also in a set of guides that are now part of the TOGAF ecosystem that dive deeper and give examples about how to do these business capability maps model your value streams and literally be able to get that secret formula that was missing in the past of being able to translate from business strategy down to why you're doing things as an architect and what that architecture means model back up and map back up as a strategy. So tomorrow I will go through a case study where we can use these methods and principles in an area called sales and operations planning. Some of you that are in commercial companies have probably been doing sales and operations planning for a while and say well why is this an interesting case study? It's been around for a long time. Well in some sectors like the defense sector it hasn't been around for very long but it took us a while to learn. In sales and operations planning one of the reasons it's such an interesting case study for business architecture is it is the value stream. It is a fundamental way of delivering value with resources and capabilities you are having in your company and be able to understand how can we address a business model that says we must get significantly more efficient as we go global. We have a global supply chain. We have a growing number of resources. If you're in a growth market like we are in the defense sector and your supply chain is growing you can't grow the old way of doing business to be able to succeed in that growth. You have to be able to achieve the growth while using your resources in a better way sales and operations planning is the answer to do that. It's a value stream approach. Then we're going through the business capability map and what the capability gaps are to be able to achieve sales and operations planning practice and then look at how that gives you a portfolio planning strategy and then look at an example of how to map value streams to business capability builds and the great thing about once your organization is able to get to the point of understanding your key value streams and understanding your business capability framework and be able to map from under the other you then have to close that loop to be able to be able to trace from business fatigue providers the value you're trying to achieve and the sequence you're trying to achieve before how that maps to capability gaps in your business and then go invest to fill those business capability gaps and trace ability all the way back up to why those are the most strategic things to do. So that's the relevance of business architecture and it's Togaf and the associated guides that come as part of your business. So with that I think I will close for questions. Togaf's applications provide a competitive advantage you need in the program. Brian, you want to start? Some of our contracts are actually architecture contracts that we're working on. So I think there have been a suit of competencies where some of our intelligence in the same way is like that's where we're all coming from where we're hired to do architecture and we're hired to do an open architecture approach to the intelligence for surveillance systems and things like that. So that's the only way that's meant to be competitive is to create your competencies. Okay, thank you. I'm guessing this is more for you Brian what's your view on using the ARCHIMAKE standard that is now the preferred architecture modeling technique in the NATO architecture framework? Well, part of being a business architect is that in one way which is different from other levels of architecture such as the long history solution architecture that Roy was talking about is business architecture is compared to applications, infrastructure, data and information. Business comes first before the architecture. And I'd say that to then say I think ARCHIMAKE can be great in the order but only if it is able to provide a valuable notation which helps address the real business needs as done by a business architect if it just provides the formalism that is fun for architects but doesn't get to the business needed to use. Business comes first Business comes first Business comes first So you were talking about the history of solution architectures and how do you see this growing business need for architecture and putting these pieces together. Do you see that being demanded from customers or is it more of an internal thing that the organization in Rayfield is recognizing? I think it's both. There's tremendous demand internally and externally and with our partners we do work with a number of both supply chain partners and teammates on significant solutions and so there's demand It's kind of interesting we have this discussion that sometimes at times we don't apply as much rigor on our internal solutions as we should on our external ones for our customers Having a architect really helps us make sure that there's a good understanding of the interfaces the requirements the pieces and understanding the whole picture versus rushing into something and so I like the framework but there's demand both internally and externally for architects The hard part is we just can't find enough of them I mean I think in the industry I'm glad to see there's a significant interest in this forum but I know Brian and we were off to probably talk about it a little bit as well but as part of our need for more and more engineers includes needy systems architects and business architects and so there's a tremendous demand I think so in terms of career opportunities for those fields That's good to hear but not just Ross but Ross being there coming to the opening for a long time I remember seeing him talk more than once on the profession the architecture structure of the grade field and how important it is thank you for all your efforts the next question how important is it to have buy-in at an exact level to drive EIA across the business I think it's very important I think I guess as Brian was talking about we there's so much competition for resources and investments right and so as we make major investments whether it's in technology or internally we do need to look at the architecture and I just realized I was thinking about it even past few days ago we built a new basically moved into a new location with a 25 million pound investment we've been in that facility and we built a new industrial park for three years so it was a significant investment but there was a lot of discussions on architecture and a lot of discussions on will the site work for what we need to do and then how does it have connectivity to our other sites because we have six or seven sites so architecture is a part of all of that you know the architects to push your ideas and your input early into our decision making project I've had another piece Steve and that is I've read a lot of articles or blogs about how do you sell enterprise architecture and my experience is if you don't you go work on the business strategy team and you apply to enterprise architecture and when you're executive so you're applying enterprise architecture to solve this strategy you don't need to sell it you forget I think that's a good point is that when you look at the company strategy as a whole you know that enterprise architecture can help make sure we're tied into both our facility strategies or investments our infrastructure strategies our people's strategies that go back to the overall company strategy and often times the enterprise architecture will be the one that will re-emphasize the need to go back to the business strategy versus looking at other things right Perfect, we generally don't bring this back on time exactly for lunch so we'll leave it there and we'll also run now thank you both very much