DOMINIC J. ARROW Let's talk

Business technology / Transformation

See the whole.Make it work.

I’m Dominic J. Arrow.
My work connects business priorities, people and technology—from leading people and programmes to shaping applications and platforms.

Different parts. One working whole. Three soaring lattice arches assemble from separate spans into one open vaulted structure. Business priorities, people and technology meet in a shared framework.
Different parts. One working whole. Business prioritiesPeopleTechnology

01 / Perspective

10+ years in business analysis
and programme delivery.

02 / Approach

Clarity is a choice.

Less.
But deliberate.

I start with the business outcome and the people doing the work. What needs to change? Which constraint matters most? What should we do first?

Improve the process. Connect existing systems. Buy what already works. Build where the need is distinctive. I weigh the value against cost, complexity, adoption and the effort to maintain it.

From complexity to clarity An abstract field of tangled paths sharing a beginning and an end, with one path picked out in orange.

Question the unnecessary.
Make the essential work.

03 / The real organisation

Follow one changed order.

The work ignores
the org chart.

Leadership means connecting people around a shared outcome. I work across business teams, senior leadership and technology to understand the constraints and turn priorities into delivery.

My experience spans business analysis, programme delivery and hands-on development. That gives me different ways to approach the same problem.

People & resources
I’ve led a ten-person team and managed budgets.
Strategy & delivery
I’ve built a Strategy PMO and delivered national infrastructure programmes and a high-risk government portfolio.
Business & technology
I’ve redesigned DevOps and product workflows, and built executive dashboards for prioritisation and resource decisions.
The organisation on paper. The work in practice. An illustrative order change crosses Sales, Operations, Finance and Service. A rust-coloured signal carries context between the teams while grey lines show formal accountability. REPORTING LINES Sales 01 Operations 02 Finance 03 Service 04 Customer request 1.1 Revised quote 1.2 Promise made 1.3 Stock & capacity 2.1 Delivery plan 2.2 Exception found 2.3 Margin check 3.1 Credit terms 3.2 Approval needed 3.3 Customer history 4.1 Status update 4.2 Promise kept 4.3 The organisation on paper. The work in practice. An illustrative order change crosses Sales, Operations, Finance and Service. A rust-coloured signal carries context between the teams while grey lines show formal accountability. REPORTING LINES Sales 01 Operations 02 Finance 03 Service 04 Customer request Revised quote Promise made Stock & capacity Delivery plan Exception found Margin check Credit terms Approval needed Customer history Status update Promise kept
One changed order. Four teams. Context has to travel with the work.

Illustrative workflow / trace the handoffs

From requirements to working solutions

Applications I’ve built with Azure, TypeScript, HTML and CSS.

Project portfolio management
An in-house programme and business management application for managing a portfolio of projects.
Competency authoring
An application for creating and maintaining competency content for professional development.

I define requirements with the business, demonstrate prototypes, and refine the applications with the people who use them.

Judgement in practice

Retain the vendor. Improve the agreement.LMS continuity review / better contract terms and stronger ties.

A decision I helped shape / vendor strategy

Performance from our learning management system vendor had degraded. We needed to understand our options and how the business would continue if we stayed or left.

01 / Research
I investigated the performance issues and business-continuity options for continuing with or leaving the vendor.
02 / My role
I made strategic recommendations and contributed to the strategy, scope and design of the decision-making process.
03 / Outcome
We continued the relationship, amended the contracts in our favour and strengthened ties with the vendor.
Build where the need justifies it.Build versus buy / bespoke development instead of a paid plan.

A decision I made / bespoke development

There was demand for a solution. A paid plan was one route; developing a bespoke solution was another.

01 / The need
Meet the business demand while considering the cost of the paid option.
02 / The choice
I chose bespoke development rather than the paid plan.
03 / The rationale
I judged that development time could meet the demand for less than the paid option.

Find the handoff.
Keep the context.

Close the loop

04 / The learning system

Decisions need a way back.

A decision is
half a loop.

A solution goes live. People use it. What changes in the business?

My test of a useful solution goes beyond launch: do people adopt it, does the operation improve, and can the organisation support it? The result should inform what comes next.

I use AI coding agents to help build applications. For AI in a business workflow, I apply the same principle: keep the evidence visible, the decision accountable and the outcome open to review.

A continuous Möbius ribbon A broad half-twisted ribbon forms one continuous surface and one continuous orange edge.
One half twist joins every perspective into the same continuous system. Orange signals travel its single edge and return changed by new evidence.

Möbius surface / evidence · action · outcome

01 / Define the changeAgree the business outcome.
Know what success would look like.

02 / Make it workGive adoption and support an owner.
Listen to the people using it.

03 / Learn from itCompare the result with the intent.
Improve, extend or reconsider.

Feedback is part of the design.

Choose a first test

Find the first useful move.

A business ready for change. A platform that needs direction. An idea worth exploring.

I bring business understanding and practical technical judgement to the same conversation. Let’s explore what your organisation needs next.

A bounded first experiment A decision blueprint where workflow, friction and ownership converge on a first test. Success and stop conditions both lead to review. TEST BOUNDARY / 01 ONE WORKFLOW WORKFLOW repeated handoffCONTEXT LOSS FRICTION decision delayWAIT / REWORK OWNER who decides?CLEAR HANDOFF 01 FIRST TESTsmall + reversible ASUCCESS SIGNALfewer missing fields BSTOP CONDITIONrework does not fall REVIEW learn + adjust Workflow, friction and owner define a first test, with success and stop conditions leading to review. WORKFLOWthe handoff FRICTIONthe delay OWNERwho decides? FIRST TESTsmall + reversible SUCCESS SIGNALfewer missing fields STOP CONDITIONrework does not fall REVIEW + ADJUST
A small experiment, with a clear boundary.

05 / A first move

Dominic J. Arrow
Dominic J. Arrow

Business technology & transformation

Bring the challenge or the possibility. We’ll explore the business context, the people involved and a useful next step.

25 minutes Video call

Your priorities. The people. What needs to change.

© 2026 Dominic J. Arrow Andijk, Netherlands LinkedIn