Certified-Data-Architecture-and-Management-Designer outline - Certified Data Architecture and Management Designer Updated: 2023

With connected cars predicted to make up as much as 95% of new vehicles sold by 2030, there’s clearly huge commercial opportunity here for tech vendors. This week sees Salesforce expanding its Automotive Cloud offering, providing real-time views of driver and vehicle data, including location, speed, and in-vehicle apps and systems.

As per the formal announcement, coming early in 2024: 

• Connected Vehicle Visualization, pitched as “a real-time visualization of a vehicle’s connected features and services that will help make it easy for automakers to provide better in-car experiences, like remote assistance, and surface relevant new services to consumers – like notifying them about a free park assist trial”.
• Actionable Telematics - these are intended to help automakers monitor telematics data, like vehicle location, speed, fuel, or battery consumption, and use automation to detect and alert customers to changes in their car’s status. Salesforce cites the example of Automotive Cloud being able to read the data coming off of a vehicle, noting an increase in revolutions per minute (RPMs), or loss of tire pressure, and automatically sending an alert to the driver in their infotainment console to warn them of the potential safety issue.
• More data management - Automotive Cloud taps into Salesforce Data Cloud and as such is positioned as securely connecting data from any source, like telematics and dealership management systems, so automotive companies have a unified, real-time data foundation to build connected vehicle and driver experiences.
• AI - Inevitably there’s an AI angle. Automakers can use Einstein Studio to build and train custom AI models. Using connected car data with custom AI models will enable automakers to deliver predictive insights, such as automakers being able to alert dealers automatically when a driver’s vehicle is about to hit 100,000 miles and proactively pitch new vehicles or offer personalized discounts and trade-in offers.

Opportunities

I confess at this point that I’m not a ‘car person’ myself  (unlike Salesforce CEO Marc Benioff who’s a big EV fan), but this announcement brought me back to the Automative keynote session at Dreamforce a couple of months back, where the company’s thinking around the future of mobility was laid out. 

According to Bart Seidner, Senior AVP Sales for Energy, Automotive and Utilities at Salesforce, while the company has been working with leading players in the automotive industry for over two decades, advances in technology mean that everyone is navigating what he calls “uneven terrain”. Expectations have never been higher, he says: 

Customer experience is a top priority. With the advent of the EV, new vehicle innovations are no longer just about the vehicle itself; it's about the software that differentiates the vehicle. Every vehicle is a connected vehicle. The automotive industry is trying to find new revenue streams, recurring revenue streams. Finally, [there's] sustainability. There's so much happening with sustainability, sustainability with EVs, sustainability in the value chain. Customers are driving sustainability behaviors. 

Seidner also highlights the amount of data that’s being generated by connected vehicles.  According to consultancy McKinsey, a connected car can generate around 25 GB of data every hour - and that’s just today. With further advances in technology, how much larger does that number become? This new stream of data is an opportunity, suggests Seidner: 

We must be smart about how we leverage this data. We can take advantage of AI, automation, analytics. We can leverage this data at scale. I have the opportunity to talk to customers in the automotive industry from all over the world and everybody agrees the opportunity in this industry could not be bigger. Strategic imperatives are changing the way that we operate. We must harness all this data so we can create new experiences to increase customer lifetime value, increase vehicle lifetime value, create those new revenue models, and deliver on the promise of AI.

The Mercedes-Benz journey 

Among Salesforce customers putting this into practice is German giant Mercedes-Benz. Timo Bularczyk, Director of Global Operations at Mercedes-Benz Mobility AG, has a clear vision of  the direction of travel for his industry: 

There's no doubt that the future is is fully electric and fully connected. We have more and more devices where we get data from. It's up to us to make use of that data, to ensure that we can offer the right product at the right time to our customers. 

For a brand like Mercedes-Benz, a key concept is luxury and that extends to the customer journey itself, with consumers expecting a seamless online/offline convergence. That presents two challenges, according to Bularczyk: 

First of all, we need to run this in the most efficient way that you can imagine. The other [challenge] is that it must be very customer-specific. So, two targets that are contradicting themselves. With Salesforce, we have 'out of the box' scalability with standard processes that we can use throughout the globe, and we enrich that with the data that we are getting from all of the different sources to create that luxury journey with unstandard processes. 

Mercedes-Benz's engagement with Salesforce on this transformation dates back a couple of years to when the automotive manufacturer carried out an analysis of where there would be room and opportunity to optimize potential. Salesforce was invited to take part. Bularczyk recalls: 

We saw that there was a lot of potential when we integrate the different Salesforce implementations that we have in Mercedes-Benz. With the replacement of legacy [systems], we could pull data together much better. We started the journey together with Salesforce Professional Services. They came in and they helped us to refine our strategy, gain confidence on the way forward, and ensured that we have the right skills in place to go on that journey together.

The customer experience is at the heart of the Mercedes-Benz transformation, insists Bularczyk:

As the customer, you don't want to understand that sales, after sales, financial services are independent legal entities with different people, different telephone numbers, different call centers. If you have a roadside assistance case with a leased vehicle, the last thing that you want to have to figure out is who you have to call to get assistance. 

Just imagine that you have a single source of truth, of customer data, and the agent has that available at their fingertips - that's where we want to go. That's how we want to integrate our products seamlessly together…So when it comes to the fact that there is a roadside assistance case that we can bring the best customer experience in that special moment.

Automotive Cloud is helping to enable this, he concludes: 

It helps us with the standardization of our data. There's a data model in place. Within Mercedes, we have different opinions on how this should be done, but we want to stick to the standard. We leverage the capabilities of the platform. You don't want to bring new services into every market with legacy software and re-invent the wheel every time.  You want to go on a platform. You want to have easy integration. You want to have the data available. And that's the journey that we're currently on, that we have started with, that we're successful with, and that we will grow. So, Automotive Cloud will have an increasing footprint in our strategy.  

The Cloud Native Computing Foundation (CNCF) has announced it will be hosting two new security projects, Notary and The Update Framework (TUF). Notary is based on the TUF specification, which helps developers secure new or existing software update systems. Notary and TUF provide both a client and pair of server apps for hosting metadata. Notary’s Go implementation provides security for container image updates.

TUF works as part of a larger framework for distributing software, providing resilience to server compromised. It works by using cryptographic keys for content signing and verifications.

“The inclusion of Notary and TUF into the CNCF is an important milestone as it is the first project to address concerns regarding the trusted delivery of content for containerized applications,” said Solomon Hykes, founder and CTO at Docker and CNCF TOC project sponsor. “Notary is already at the heart of several security initiatives throughout the container ecosystem and with this donation, it will be even more accessible as a building block for broader community collaboration.”

Arm announces Platform Security Architecture
Arm has announced Platform Security Architecture, which is a new framework for building secure connected devices. The new architecture is designed to provide a common industry solution for building secure connected devices. According to the company, companies like Google Cloud, Cisco, and Symantec are already supporting the framework.

PSA provides representative Internet of Things threat models and security analyses; hardware and firmware architecture specifications; and an open source implementation of the firmware specification.

In addition, Arm announced Arm TrustZone CryptoIsland and Arm CoreSight SDC-600. Arm TrustZone CryptoIsland is a set of security subsystems that provides smart-card level security. Arm CoreSight SDC-600 is a secure debugging channel which has a dedicated authentication mechanism for access so that it does not compromise security.

Salesforce announces new version of AppExchange
Salesforce has launched a new version of their AppExchange marketplace. New features include intelligent searching, personalized recommendations and embedded Trailhead learning. The personalized recommendations are based off of customers’ location, install history, site activity, profile data and edition. Trailhead learning is a place for customers to find information on best practices and solutions.

AppExchange also now contains Lightning Bolts and Data solutions. Lightning Bolts are out-of-the-box solutions that integrate with Salesforce. Lightning data allows customers to integrate third party data solutions and provides sales reps with additional data that will help them Improve sales.

“Thanks to our customers and partners AppExchange has grown into the leading enterprise cloud marketplace, delivering more than 4,000 amazing solutions that are driving growth for business across every industry,” said Leyla Seka, EVP of AppExchange at Salesforce. “We’re excited to launch the new AppExchange, which offers a more personalized experience for customers with smart recommendations, embedded Trailhead learning and deep industry focus to further unleash the power of Salesforce.”

MapR Technologies announced MapR Data Science Refinery
MapR Technologies has announced the MapR Data Science Refinery, which will provide data scientists with an easy way to access and analyze data. It is easy to deploy using a secure container, making it simple to distribute to data science teams across multiple environments.  MapR will work closely with companies to provide analytics tools, such as machine learning solutions to Improve data science.

“There are many limitations with current data science self-service solutions that prevent them from offering comprehensive machine learning and processing,” said Anoop Dawar, vice president, product marketing and management, MapR. “MapR provides a scalable integrated offering with native platform access and superior out-of-the-box security. Our goal is to help speed accuracy of insights and empower data scientists to be the agent of change in an economy where data is the new commodity to be refined.”

WASHINGTON — Seeking to capitalize on commercial space capabilities, the Pentagon’s space policy office is crafting a strategy to harness emerging technologies for national security purposes. An area of particular interest is in-space logistics services such as satellite refueling.

“This strategy will outline the department’s priorities and approach as it relates to integrating commercial capabilities into DoD’s architecture,” said John Plumb, assistant secretary of defense for space policy. 

DoD’s commercial space integration strategy is “for the whole department,” and is a separate effort from the one being developed by the U.S. Space Force, Plumb said at the Professional Services Council’s 2023 Defense Conference.

“It’s an exciting time for innovation in space and there’s major opportunities for the department to leverage, like the rapid production and technology refresh rates that the commercial sector can provide,” said Plumb.

“Our goal is to Improve the department’s ability to integrate commercial capabilities to ultimately enhance U.S. national security,” he said.

Plumb highlighted space mobility and logistics as one area of particular interest to DoD. “The department has no on-orbit services to refuel satellites,” he said. 

U.S. Space Command leaders called the lack of refueling options a weakness for military satellites that perform very limited maneuvers to conserve fuel. On-orbit servicing capabilities like refueling would help the U.S. compete with China and Russia as they field more nimble satellites. 

“Especially in the geostationary belt, fuel is often the limiting factor for the life of a satellite,” said Plumb. “So having the ability to refuel would really open new possibilities. So it’s great to see commercial companies already working on that problem.”

Russia’s invasion of Ukraine underscored for Pentagon leaders the advantages that could be gained from commercial satellites for resilience and reconstitution, Plumb said. “And the value of commercial imagery became rapidly apparent … having this persistent ability to use commercial imagery, immediately declassified to keep ahead of Russia’s disinformation campaign,” he added. 

“It’s massively useful. And I think that has helped kind of raise the awareness inside the building of the value of commercial space,” said Plumb. “That is one of the reasons why we’re pushing so hard on the commercial space strategy, to try to focus the department on how to take advantage of this. And so we’re looking forward to figuring that out.”

Plumb said the Pentagon recognizes there are policy and bureaucratic hurdles to integrating commercial technologies. “Frankly, we are engaging with companies and U.S. government stakeholders to understand the obstacles industry faces, including security concerns, and to identify any policy or legal changes to help address them.”

While DoD leaders understand the need to shed legacy systems and adopt commercial technologies, the inertia of current funding streams and established procurement practices makes it challenging.

One of the obstacles is the way the Pentagon articulates its wish lists, known as the “requirements process.” 

“One of the key things that I’ve been pushing to change is how we do requirements,” said Frank Calvelli, assistant secretary of the Air Force for space acquisition and integration.

Speaking at the PSC conference, Calvelli listed a number of procurement reforms he has directed for space programs, and insisted that he wants to see the Space Force innovate faster using available technologies from the commercial market.

But the culture of DoD procurement makes it difficult because many requirements for space systems, for example, are met via existing “programs of record,” many of which rely on legacy technologies, Calvelli explained.

“We seem to drop everything into this magic word ‘program of record,’” he said. “And we tend to tie requirements to programs of record.”

Calvelli would favor replacing programs of record with “mission areas.” For example, DoD could bundle all its requirements for space domain awareness “in a single bin,” said Calvelli. Then it could decide what specific items under space domain awareness could be bought as a commercial service, and allocate funding accordingly.

The same could be done for satellite communications, he said. “We tend to just bin things in programs and then stovepipe requirements for a program.”

Calvelli, who worked at the National Reconnaissance Office for most of his government career, said one of the problems he’s seen at DoD is a shortage of acquisition professionals specialized in space systems. “Compared to the intelligence community, there is significantly less specific space training that goes on in the DoD.” 

Commercial investment

In military space programs, there is still a mindset from decades ago, when the government controlled the pace of technology, but that is no longer the case, said William McHenry, a senior advisor to the director of the Defense Innovation Unit.

DIU is a defense agency created to bring commercial innovation into military programs.

“In many sectors the commercial industry actually has the best technology. But we haven’t adapted our processes to keep pace with the commercial technology. We’ve established a culture of risk aversion,” McHenry said at the PSC conference. 

He said DIU expects to get bigger budgets in the coming years and plans to invest in space projects that integrate commercial technologies. 

Some of the space projects DIU is now focused on include a “hybrid space architecture” to connect commercial and government satellites in a mesh network in space. 

Space logistics and refueling are also areas “that I’m pretty excited about,” he said.

The Pentagon has to do a better job transitioning R&D projects into genuine capabilities, said McHenry. He noted that DoD spends nearly $150 billion a year in research and development, and only a small fraction of projects will transition to procurements.

“Where’s that conversation? I think that’s something that we can work on going forward,” he said. 

DoD needs better insight into what’s happening in the industry, he added. “We don’t have the expertise in the government that we need across the board to understand how fast technology is moving.”

For many businesses, creating a secure and effective payment solution is of great importance, whether you opt to construct your own payment gateway or consider other possibilities.

By making well-informed choices and utilizing the knowledge of industry experts, businesses can position themselves at the forefront of payment processing, fostering growth and achieving success in their operations.

In my previous article, we I discussed the advantages and challenges of building a payment gateway. If you're contemplating building a payment gateway and want to delve into the logistics, this article is for you.

I'll answer common questions about costs, time estimates, and the required technology stack, as well as outline key considerations for your development strategy.

Building a Payment Gateway: Where to Begin?

When considering building a payment gateway, your initial step isn't necessarily consulting developers or fintech consultants. Instead, you need to establish business relationships with a payment processor or acquiring bank.

To offer a payment gateway service, you need a connection, which is provided by a payment processor. This entity moves transactions through the payment network and may also act as an acquiring bank in some cases.

Your chosen processor will supply the technical details for integrating your gateway with their system, potentially requiring multiple partnerships for accepting various payment types.

Otherwise, you can use an acquiring bank, which provides merchant accounts needed to accept digital payments. They assume a level of risk associated with your business, including chargebacks, refunds, ACH returns, and potential fraud.

Check carefully whether your chosen financial institution can set up a merchant account tailored to your needs.

How Much Does it Cost to Build a Payment Gateway?

Building a minimum viable product (MVP) for a payment gateway typically costs between $200K and $250K, with variations depending on desired functionality. This MVP would enable credit and debit card payments.

More affordable options may be customizing an existing payment gateway or integrating a third-party payment gateway.

What Technology Does a Payment Gateway Require? 

A payment gateway, a crucial component of e-commerce and online transactions, relies on several key technologies to facilitate secure and seamless payment processing.

First and foremost, robust encryption protocols, such as Secure Socket Layer (SSL) and Transport Layer Security (TLS), are essential to ensure the confidentiality and integrity of sensitive payment information.

Additionally, Payment Card Industry Data Security Standard (PCI DSS) compliance is a prerequisite, involving various security measures and best practices to protect cardholder data.

To facilitate the genuine transaction, payment gateways require integration with various payment methods, including credit cards, debit cards, digital wallets, and even cryptocurrency options. They also must employ sophisticated fraud detection and prevention mechanisms, often utilizing machine learning algorithms and artificial intelligence to identify and mitigate potential risks.

Your payment processor will provide integration specifications, guiding your technology choices for building the payment gateway. If you plan to accept various payment types, you may need additional specifications from other processors or acquirers.

How Long Does it Take to Build a Payment Gateway?

Creating a payment gateway from scratch can take years. An alternative is licensing a white label product, which can be operational within months. Integration with processors or acquirers may also take months or years, affecting market viability.

For an MVP payment gateway, expect roughly six months of development, subject to specific requirements.

Can My Payment Gateway Operate in Other Countries?

Expanding your payment gateway operations to multiple countries can be a strategic move to tap into a global customer base. However, achieving success in different regions comes with various challenges and considerations.

One of the fundamental factors to address is partnering with payment processors or acquirers that have a presence and support in those specific countries. These processors have established connections with local banks and financial institutions, which is crucial for handling international transactions efficiently.

You must also ensure that your payment gateway technology is adaptable to meet these regulatory demands and compliance protocols. This involves addressing issues such as data protection, tax regulations, currency conversion, and even consumer protection laws.

Additionally, consider the capability of integrating with diverse payment methods commonly used in those regions, such as preferred local payment cards, e-wallets, or alternative payment systems. You'll also need to have multi-lingual and multi-currency support to provide a seamless and familiar payment experience to customers worldwide.

Other Key Considerations for Developing a Payment Gateway

Developing a payment gateway requires careful planning. Consider the following aspects:

1. Interaction Flows: Define how buyers, sellers, and the platform interact. Consider data collection, customer types, marketplace type, legal requirements, multi-party transactions, and multi-currency support.

2. Data Handling: Ensure secure handling of customer and financial data while complying with financial regulations and data protection policies.

3. Integration: Decide how to integrate payment service providers into your gateway, considering user experience and payment method availability.

4. Scalability: Plan for future transaction volumes and workload to avoid growth-related issues.

5. Time to Market: Complex systems take longer to develop, so balance functionality with time constraints. Consider using existing payment gateways for a quicker launch.

6. System Architecture: Outline technical details, including deployment, monitoring, and security.

7. Development: Choose the right team, focus on automation, code with security in mind, and add dispute resolution interfaces.

8. Operations and Maintenance: Ensure ongoing support and bug resolution, either through internal teams or external specialists.

9. Ongoing Development: Payment gateways are continuously evolving, so be prepared to add new features and payment methods.

Final Word: Factors for Success

A successful payment gateway hinges on security, functionality, usability, and user experience. Experimentation, adaptation, and adherence to these principles are key. Whether you build your payment gateway in-house or partner with a payment processessing development company, your choice can add value and profit to your business.

In today's digital landscape, the development of a secure and efficient payment solution is crucial. By making informed decisions and leveraging industry expertise, businesses can excel in payment processing, driving growth and success in their operations.