The full stack architecture approach is transforming how businesses bridge the gap between technical and strategic needs.
Stephen Ma, Head of Enterprise Architecture at Ulta Beauty, champions this model as a way to deliver clear, measurable value across an organization. He shared his perspective on how full stack architects can bring together various domains to enhance business impact.
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The full stack architecture stands out by combining both technical expertise and strategic vision, breaking down the traditional barriers within enterprise roles.
“Architects bringing more value through both strategic and technical value together. And then, I think what it does also is reduce delineation and differentiation of the various types of architects,” Stephen said.
This approach aims to move away from the segmented roles of solution, platform, domain, and enterprise architects that often create confusion and inefficiency.
Stephen’s goal with full stack architecture is to clarify how architects can contribute tangible value by connecting the needs of business and technology in a unified way.
This model positions architects to not just check boxes but to actively engage with everyone involved in both IT and the C-suite.
“Full stack architecture really spans across a different type of architecture,” he explained. “[It’s] able to meet the customers of the architects where they’re at, whether it’s a technical deep dive discussion or understanding the business context [and the needs] of both technical and non-technical stakeholders.”
Real-World Applications and Their Challenges
Stephen’s career at organizations like CVS, Walgreens, and Ulta Beauty has given him a clear view of the challenges that come with implementing full stack architecture on a large scale.
“Most of the organizations I’ve worked with… tend to be fairly large retail public organizations,” he said. “The challenge is you have a lot of silos, different tech stacks, and microcultures.”
These silos can present product owners with the difficult hurdle of finding experts who can see the bigger picture.
“You go to one person, and they can explain what the data architecture is… But then, they ask, ‘How does this integrate into our platform?’ They don’t know. Then you have to bring in another architect or engineer,” he explained. “Now you’re solving a human problem as opposed to a code problem.”
Stephen also highlighted the specific challenge of working with legacy systems when trying to implement full stack architecture.
“Most of the time, organizations are complex. They have a lot of legacy systems. They can’t just start from scratch. The value I bring to the organization is often gauged by whether I’m able to move a particular initiative forward or enact actual change within that complex environment,” he shared.
Despite these roadblocks, Stephen believes that forward-thinking architects can play a crucial role in guiding organizations through their most complex challenges by directly influencing change.
Stephen envisions the role of enterprise architects evolving to meet the rapid pace of technological change and the growing emphasis on flexibility.
Drawing a comparison to traditional building architecture, he pointed out that while old methods followed a rigid blueprint, today’s architects need to adapt quickly to new developments.
“The way that Agile has been introduced and really infiltrated the software development life cycle, it really demands that engineers and architects be able to change on the fly,” he noted.
Success in this dynamic environment requires architects to do more than just understand technology. They must also build strong relationships and foster trust across teams.
“After a certain level in your career, you get to a point where solving problems largely depends on whether you have the right trust and relationship with the people around you,” Stephen emphasized. “If you're being authentic with yourself and with those around you, and you also love tech, I think that's a great recipe [for] building up trust and delivering value.”
Ultimately, Stephen’s guiding principle for leadership encapsulates his approach to full stack architecture. His words reflect a belief in empowering teams to take charge, innovate, and make a real impact across every aspect of the business.
“We don’t hire smart people to tell them what to do. We hire smart people so they can tell us what to do.”
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