A leadership monograph
Connecting technology investment to enterprise outcomes.
Chief Information Officer · Europe · Global perspective · Volume I · 2026
Chapter I
I connect enterprise technology decisions with the way an organisation serves customers, manages risk and gets work done. My experience spans systems modernisation, information governance and the development of technology operating models that business leaders can understand and support.
I see the CIO's role as a bridge between long-lived architecture and immediate business needs. Progress requires a clear view of dependencies, a realistic transition path and a willingness to make difficult choices about the legacy estate. It also requires technology teams that listen well and business teams that share ownership of the change.
My leadership centres on trust, practical sequencing and transparency. I want the organisation to know what its technology enables, what it depends on and where resilience needs attention.
Chapter II
Enterprise technology must support change while keeping essential work dependable. I begin with business capabilities, make dependencies visible and agree ownership of the transition with operating leaders. Resilience and adoption belong in the investment case from the start.
Nadia Laurent
Chapter III
Chapter IV
§ 1
A fragmented application estate was making business change harder to coordinate. I established an enterprise roadmap grounded in business capabilities, mapped critical dependencies and agreed a staged transition with the operating teams. The work gave sponsors a clear view of what each phase enabled and prevented local projects from creating new enterprise constraints.
§ 2
Resilience had been discussed as a technical topic detached from business continuity. We mapped critical services to their technology dependencies, clarified recovery responsibilities and rehearsed decision-making across teams. The programme made ownership visible and turned resilience into an operating conversation involving the people who would make decisions during disruption.
§ 3
Different business units used the same terms for different measures. I convened business owners and technology leaders to establish shared definitions, ownership and practical controls around important data. We began with specific decisions that needed better information, allowing the value of governance to be demonstrated through everyday use.
Chapter V
2020 — Present
Aldermoor Group
Accountable for enterprise technology strategy, information governance and service resilience. Partnering with business leaders on modernisation priorities, transition risk and the operating model for technology services.
2016 — 2020
Fairhaven Holdings
Led enterprise systems and technology delivery teams through application change and service integration. Developed an approach that connects architecture decisions with business ownership and practical adoption.
2011 — 2016
Meridian Consolidated
Designed the target architecture that let the group consolidate acquisitions in months rather than years.
2006 — 2011
Westmoor Housing Finance
Delivered a core-banking replacement with zero customer-facing outages, and learned how to sequence risk.
Chapter VI
Independent Director
IT Strategy (Chair) · Risk
2022 — Present
Advisory Board Member
Cyber Resilience Working Group
2020 — Present
Chapter VII
An application replacement is easier to describe than the business change it is meant to enable.
Read the essayA recovery plan is incomplete if the people who must make decisions have never worked through it together.
Read the essayA system can be available without becoming the organisation's way of working.
Read the essayChapter VIII
The Technology Leaders Review · 2025
“Retiring 600 applications without breaking the business”
The Boardroom Review · 2024
“What boards should ask about cyber resilience”
The Leadership Ledger podcast · 2023
“Episode 98 — Technology debt is a strategy decision”
An invitation
The next chapter is written in conversation. I welcome enquiries from boards, chairs and those who carry consequential decisions.
office@nadialaurent.example