In this edition of Leadership Connect, we sit down with Chris Mee, Director of Architecture & Planning at Teranet, to learn about his role, insights on technology trends, and leadership philosophy.
1. Can you start by telling us more about your role as Director of Architecture & Planning at Teranet? What does your day-to-day look like, and how do you collaborate with different teams to ensure the success of Teranet’s strategic initiatives?
There are four primary pillars of my role: strategy, governance, project delivery, and innovation. Teranet operates with a federated model for architecture, meaning that while I have a fantastic direct team, I also chair the Architecture Review Board. This board is instrumental in the work of architecture governance and technology planning at Teranet.
Most of my day-to-day revolves around strategy and governance, where I work closely with my team and other architects to develop and maintain a clear picture of our current architectural landscape. This ‘current state’ helps inform strategic conversations with senior IT leadership, allowing us to plan Teranet’s future architectural landscape. We then create a roadmap to transition Teranet’s IT organization from its current state to this envisioned future state.
Architecture governance, cloud governance, and data governance all benefit from this roadmap. We work closely with application teams to ensure their plans align with our broader IT strategy.
2. The Teranet Registry Cloud Migration project was a significant initiative that won industry recognition. What were some of the biggest challenges during that migration, and how did the team overcome them to achieve the success that led to winning the award?
It was an exciting project but certainly came with its challenges. One of the biggest hurdles was managing the sheer volume of activities and decisions required. We built a cloud team comprising internal resources, experts from our partners at Rackspace for execution, and governance experts from Slalom to architect and plan Teranet’s cloud journey.
Clear communication was key, and our program management team maintained a governance structure that kept everyone on the same page. A new role was created during the project – a cloud product owner who bridged gaps and ensured clarity among the team. Weekly architecture reviews were also held with technical representatives from each application to streamline processes.
Another challenge was transitioning the infrastructure team from a waterfall methodology to an Agile approach. With the help of agile coaches and program managers, we slowly merged the two methodologies. While the infrastructure teams are still early in their Agile journey, we were able to create a backlog, track progress, and complete the migration.
Lastly, there was the challenge of acquiring new skills like Infrastructure as Code, FinOps, and cloud engineering. We addressed this through new hires, extensive training (thanks to training credits included in our Microsoft deal), and internal change management efforts such as our ‘Change Champions’ program.
3. As technology evolves rapidly, particularly in areas like cybersecurity, AI, and cloud enablement, what key trends are you focusing on to future-proof Teranet’s technology landscape?
You’ve hit the key trends right there – cybersecurity, generative AI, and cloud enablement are all crucial elements shaping our IT strategy. Additionally, we’re seeing significant shifts in application design with composable architectures, which focus on orchestrating modular building blocks to deliver functionality.
There are also potential disruptors we keep an eye on, such as changes in privacy and breach legislation, the erosion of digital trust, and the eventual rise of quantum computing. Every year, my architecture team produces an ‘Emerging Trends in Technology’ report that kickstarts our annual strategic planning efforts and helps us stay ahead of these trends.
4. What is your leadership philosophy, and how do you inspire and guide your team at Teranet?
My leadership philosophy revolves around making myself as unimportant as possible. I focus on enabling my team to lead, which allows me to concentrate on what’s coming in the future, not just what’s happening right now. Ideally, I want to be working on things that are 3, 6, or 12 months away, trusting my team to manage the present.
I believe good leaders should be paving the way far ahead of when it’s needed. The higher up you are in an organization, the further ahead you should be looking. I encourage my team to adopt this mindset, making them leaders in their own right, with their eyes also set on the future.
In this conversation, Chris Mee’s approach to leadership and innovation stands out as a guiding force behind Teranet’s technology evolution. His emphasis on strategy, governance, and a forward-looking mindset has positioned the company to tackle challenges head-on while staying ahead of industry trends. By fostering a collaborative environment and empowering his team to lead, Chris ensures that Teranet’s architectural vision remains agile and ready to embrace the future. His focus on continuous learning, adaptability, and strategic foresight sets a strong foundation for both his team and the organization’s growth in the ever-evolving tech landscape.
