Shift Left: Headless Data Architecture, Part 2.

Content by Confluent: reproduced by Sida4 • June 1, 2025

This article is reproduced in entirety with permission from Confluent, of which Sida4 / 4impact is a proud APAC Integration Partner.



Original author Adam Bellemare.

Headless data architecture was created via a shift-left approach


The headless data architecture is the formalisation of a data access layer at the center of your organisation. Encompassing both streams and tables, it provides consistent data access for both operational and analytical use cases. Streams provide low-latency capabilities to enable timely reactions to events, while tables provide higher-latency but extremely batch-efficient querying capabilities. You simply choose the most relevant processing head for your requirements and plug it into the data.


Building a headless data architecture requires us to identify the work we’re already doing deep inside our data analytics plane, and shift it to the left. We take work that you’re already doing downstream, such as data cleanup, structuring, and schematisation, and push it upstream into the source system. The data consumers can rely on a single standardised set of data, provided through both streams and tables, to power their operations, analytics, and everything in between.


Significantly reduces downstream costs by shifting the work to the left. It provides a simpler and more cost-effective way to create, access, and use data, particularly in comparison to the traditional multi-hop approach. 


The multi-hop and medallion data architectures


If you’re like the vast majority of organisations, you already have some established extract, transform, load (ETL) data pipelines, a data lake, a data warehouse, and/or a data lakehouse. Data analysts in the analytical plane require specialised tools, different from those used by the software developers in the operational plane. This general “move data from left to right” structure is commonly known as a multi-hop data architecture.


The medallion architecture is likely the most popular form of the multi-hop architecture. It has three levels of data quality, represented by the colors of Olympic medals—bronze, silver, and gold. The bronze layer acts as the landing zone, silver as the cleaned and well-defined data layer (Stage 2), and gold as the business-level aggregated data sets (Stage 3).

The data in Stage 1 is typically raw and unstructured data. It is then cleaned up, schematised, and standardised, then written into Stage 2. From here, it can be further aggregated, grouped, denormalised, and processed, to create business-specific data sets in Stage 3 that go on to power dashboards, reports, and provide training data for AI and machine learning models.

The problems with multi-hop architectures


First, multi-hop architectures are slow because they are most commonly implemented with periodically triggered batch processes. Data must get from source to bronze before the next hop can begin.


For example, if you pull data into your bronze layer every 15 minutes, each subsequent hop can only be every 15 minutes, as the data moves from stage to stage only as fast as its slowest part. Even if you dial it down to 1 minute per hop, it’s still going to be at least 3 minutes before that data is available in the gold layer (not counting processing time).


Second, multi-hop architectures are expensive because each hop is yet another copy of data, which requires processing power to load it, process it, and write it to the next stage in the hop. This adds up quickly.


Third, multi-hop architectures tend to be brittle because different people tend to own the different stages of the workflow, the source database, and the final use cases. Very strong coordination is necessary to prevent breakages. And in practice, this tends to be difficult to scale.


Fourth, by making it a responsibility of the data analysts to get their own data, you can end up with similar-yet-different data pipelines. Each team may build their own custom pipelines to avoid distributed ownership issues, but this can result in a sprawl of similar yet different pipelines. The larger the company, the more common similar-yet-different pipelines and data sets become. It can become challenging to find all the available data sets.


But this leads to our fifth problem, which is similar-yet-different data sets. Why are there multiples? Which one should I use? Is this data set still maintained, or is it a zombie data set that’s still regularly updated but without anyone overseeing it? The problem comes to a head when you have important computations that disagree with each other, due to reliance on data sets that should be identical but are not. Providing conflicting reports, dashboards, or metrics to customers will result in a loss of trust, and in a worst-case scenario, loss of business and even legal action.


Even if you sort out all of these problems—reducing latency, reducing costs, removing duplicate pipelines and data sets, and eliminating break-fix work—you still haven’t provided anything that operations can use. They’re still on their own, upstream of your ETLs, because all of the cleaning, structuring, remodeling, and distribution work is only really useful for those in the data analytics space.


Apache Iceberg key components:


  1. The first component is table storage and optimisation. Iceberg stores all the data for building tables, typically using readily available cloud storage like Amazon S3. Iceberg manages the storage and maintenance of the data, including optimisations like file compaction and versioning. 
  2. The Iceberg catalog, which contains metadata, schemas, and table information, such as what tables you have and where they are. You declare your tables in your Iceberg catalog, such that you can plug in your processing and query engines to access the underlying data.
  3. Transactions. Iceberg supports transactions and concurrent reads and writes so that multiple heads can do heavy-duty work without affecting each other.
  4. Iceberg provides time travel capabilities. You can execute queries against a table at a specific point in time, which makes Iceberg very useful for auditing, bug fixing, and regression testing. 
  5. Iceberg provides a central pluggable data layer. You can plug in your open source options like Flink, Trino, Presto, Hive, Spark, and DuckDB, or popular SaaS options like BigQuery, Redshift, Snowflake, and Databricks. 


How you integrate with these services varies, but typically relies on replicating metadata from the Iceberg catalog, so your processing engine can figure out where the files are, and how to query them. Consult your processing engine’s documentation for Iceberg integration for more information.


Shift left for a headless data architecture


Building a headless data architecture requires a rethink of how we circulate, share, and manage data in our organisations—a shift left. We extract the ETL->bronze->silver work from downstream and put it upstream inside our data products, much closer to the source.

A stream-first approach provides data products with sub-second data freshness, in contrast to the periodic, ETL-produced data sets that are at best minutes old and outdated. By shifting left, you can make data access cheaper, easier, and faster to use all across your company.


Building the headless data architecture with data products


The logical top level of data in a headless data architecture is the data product, which you may already be familiar with from the data mesh approach. In the headless data architecture, a data product is composed of a stream (powered by Apache Kafka®) and its related table (powered by Apache Iceberg™). The data that is written to the stream is automatically appended to the table as well so that you can access the data either as a Kafka topic or as an Iceberg table.


The following figure shows a stream/table data product created from a source system. First you write data to the stream. Then you can optionally transform data from the stream, ultimately materialising it into an Iceberg table.

You can use the stream (the Kafka topic) to power low-latency business operations such as order management, vehicle dispatch, and financial transactions. Meanwhile, you can also plug in batch query heads into the Iceberg table to compute higher-latency workloads, like daily reporting, customer analytics, and periodic AI training.


A data product is a trustworthy data set that’s purpose-built to share and reuse with other teams and services. It’s a formalisation of responsibilities, technology, and processes to simplify getting the data you and your services need. You may also hear data products referred to as reusable data assets, though the essence remains the same—shareable, reusable, standardised, and trustworthy data.


The data product creation logic depends heavily on the source system. For example:


  • An event-driven application writes its output directly to a Kafka topic, which can be easily materialised into an Iceberg table. The data product creation logic may be quite minimal, for example, masking confidential fields or dropping them completely.

  • A conventional request/response application uses change data capture (CDC) to extract data from the underlying database, convert it to events, and write it to the Kafka topic. The CDC events contain a well-defined schema based on the source table, and you can perform further transformations of the data using either the connector itself or something more powerful like FlinkSQL.

  • A SaaS application may require periodic polling of an endpoint using Kafka Connect to write to the stream.


The elegance of a stream-first data product is that your only requirement is to write it to the stream. You do not have to manage a distributed transaction to write to both the stream and table simultaneously (which is pretty hard to do properly and can also be relatively slow). Instead, you create an append-only Iceberg table from the stream via Kafka Connect or a proprietary SaaS stream-to-table solution like Confluent’s Tableflow. Fault tolerance and exactly-once writes can help keep your data integrity in check, so that you get the same results regardless of whether you read from the stream or the table.


Selecting data sets for shifting left


Shift left is not all or nothing. In fact, it’s incredibly modular and incremental. You can selectively choose which loads to shift left, and which to leave as is. You can set up a parallel shift-left solution, validate it, and then swap your existing jobs over to it once satisfied. The process looks something like this:


  1. Select a commonly used data set in your analytics plane. The more commonly used the data set is, the better a candidate it is for shifting left. Business-critical data that has little room for error (such as billing information) are also good candidates for shifting left.
  2. Identify the source of the data in the operational plane. This is the system that you’re going to need to work with to create a stream of data. Note that if this system is already event-driven, you may already have a stream available and can skip to the fourth step below.
  3. Create a source-to-stream workflow in parallel to the existing ETL pipeline. You may need to use a Kafka connector (e.g., CDC) to convert database data to a stream of events. Alternatively, you can choose to produce the events directly to the stream; just ensure that you write the complete data set so it remains consistent with the source database.
  4. Create a table from the stream. You can use Kafka Connect to generate the Iceberg table, or you can rely on automated third-party proprietary services to provide you with an Iceberg table. Full disclosure: Using Kafka Connect results in a copy of the data written as an Iceberg table. In the near future, expect to see third-party services offer the ability to scan a Kafka topic as an Iceberg table without making a second copy of the data.
  5. Plug the table into your existing data lake, alongside the data in the silver layer. Now you can validate that the new Iceberg table is consistent with the data in your existing data set. Once you are satisfied, you can migrate your data analytic jobs off the old batch-created table, deprecate it, and then remove it at your convenience.


Additional headless data architecture condisderations


As discussed in the previous article, you can plug your Iceberg table into any compatible analytical endpoint without copying the data over. For data streams, it’s the same story. In both cases, you simply select the processing head and plug it into the table or stream as needed.


Shifting left also unlocks some powerful capabilities absent from your typical copy-and-paste, multi-hop, medallion architecture. You can manage stream and table evolution together from a single logical point, validating that stream evolutions won’t break your Iceberg table.


Because the work has been shifted left out of the data analytics space, you can integrate data validations and tests into the source application deployment pipelines. This can help prevent breakages from occurring before code goes into production, instead of detecting it long after the fact downstream.


Finally, since your table is derived from the stream, you only have to fix it in one place—whatever you write to the stream will propagate to the table. Streaming applications will automatically receive the corrected data and can self-correct. However, periodic batch jobs that use the table will need to be identified and rerun. But this is identical to what you would need to do in a conventional multi-hop architecture anyway.


A headless data architecture unlocks unparalleled data access across your entire organisation. But it starts with a shift left.


If you would like to discover how Sida4 can utilise Confluent to implement headless data architecture for seamless data integration, then let’s talk.



Publishing note: This article was originally published under the 4impact brand and is now represented by Sida4, their data enablement and integration focused sister company.

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This article is reproduced in entirety with permission from Confluent, of which Sida4 / 4impact is a proud APAC Integration Partner.
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Publishing note: This article was originally published under the 4impact brand and is now represented by Sida4, their data enablement and integration focused sister company. 
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Wayward projects go late one day at a time, and by ignoring 'why', those days and their issues compound until it's recognised as a 'cease and save'." But why do projects generally go off track, and more importantly, how can they be rectified? Let's start with why Projects can't go wayward Projects without clear objectives tend to drift aimlessly, leading to wasted resources and confusion. When planning is insufficient, tasks become chaotic, breeding inefficiencies. Scope creep, or the unanticipated growth of project aims, places undue stress on resources, resulting in delays. Poor communication often culminates in misaligned ambitions and missed targets. Without the requisite skills or assets, a project's advancement may falter. Outside forces, such as regulatory changes or global events, have the power to unexpectedly derail a project's trajectory. Unclear Objectives: A project without a clear and well-defined objective is akin to a ship sailing without a compass. The absence of concrete goals can lead to confusion, misdirection, and wasted resources. Inadequate Planning: Every project requires a detailed plan, outlining the steps, resources, timelines, and potential challenges. In its absence, tasks can become muddled, leading to inefficiencies. Scope Creep: Expanding a project’s scope without proper time, budget, or resource adjustments can lead to overexertion and inevitable delays. Ineffective Communication: Poor communication can result in misalignment, missed deadlines, and mismatched expectations. Inadequate Skills and Resources: Capability and capacity gaps present from not having the right mix of skills or underestimating resource requirements can seriously hamper a project's progress. External Factors: Sometimes, external factors such as regulatory changes, market shifts, or global events can disrupt a project's trajectory. Strategies to bring Projects back to green Harnessing a project's potential and planning the recovery begins with defining clear objectives; have they changed or are they still relevant? A scope review generally forms part of the success steps, and once confirmed or adjusted and committed, will enable all the moving parts for a recovery to be realigned. External factors like regulatory changes or global events can influence the journey, being adaptive can turn these challenges into opportunities, truly unleashing a project's potential. Project Health Assessment: Start by assessing the current state of the project. Identify the gaps, issues, and areas of concern. Generally this requires external engagement, not an internal approach. Reset Objectives: Refine and redefine the project objectives to ensure they're clear and achievable. Realigning with core business objectives can also help prioritise tasks. Effective Communication: Foster open channels of communication. Regular status updates, feedback loops, and alignment meetings can ensure everyone is on the same page. Scope Management: Reassess the project scope. If necessary, descope certain elements or reallocate resources to ensure that the main objectives are met. Resource Augmentation: Sometimes, projects may require additional hands or specific skill sets on deck. Consider technology contractor staffing, consultant placement, or temporary staffing solutions to bolster your team. Implement Risk Management: Identify potential risks and create mitigation plans. Having a proactive approach can help in averting future pitfalls. External Expertise: Sometimes, an external perspective can provide invaluable insights. Consider bringing in consultants specialising in areas like master data management, data migration, logical architecture or app architecture review or financial system integrations to offer expert advice and course correction. Stakeholder Management: Ensure that stakeholders are informed, engaged, and aligned with the project's revised direction. Their buy-in is crucial for smooth execution. Defining when and how to move forward often requires a little help. While it's natural for projects to face challenges, recovering a wayward or 'red' project requires a mix of expertise. Sida4's project recovery services are delivered in support of robust strategies, using proactive approaches, and the right expertise to navigate even the most wayward projects back to green. Our cross-industry experience ensures we can identify the best approaches and make recommendations that make sense to your specific delivery and operational challenges to get your projects back on track. Getting your projects back to green can start with a simple chat .
By Sida4 May 7, 2025
The T2, T3 and Customer-owned (Mutual) banking industries have been facing several key, and common challenges for quite a while now including being restricted by legacy (or less-adaptable and agile) systems and processes, as well as lower operating budgets compared to T1s. The rise of digital native Neo-banks is also applying significant market pressure to all tiers, and this is amplifying the ‘risk of inaction’ in the more traditional banking models. T2 and T3 Banks are burdened by legacy systems with generally poor data access and high overheads, while Neobanks have the advantage of a clean technology slate and lower operating costs. The T1’s bring large IT teams and just as large budgets (and purposeful digital strategies). To keep up with the digital revolution and maintain customers, T2 and T3 banks need to adopt a digital transformation strategy and embrace technology while overcoming cultural challenges, outdated mindsets and architectures. The future of the T2 and T3 banking industry will depend on how quickly and effectively they can adapt to digital transformation to bring flexibility to their business and customers. "Banking and lending used to be built to last. Today, they need to be built to change, they need to be composable. Change is not an opt-in or opt-out, it's persistent." Data is THE most important part of a digital banking transformation strategy for several reasons. Improved data access solutions, available to a significant majority of the T2 and T3 banks, are the key to exposing ALL of the valuable data sitting in those legacy systems (and other bank sources) in use today. These solutions are in use in the T1’s and their immediate competitors and are scalable. Being able to act on current data (within months of starting), not from last night’s processing, unlocks customer and reporting upsides that drive immediate ROI. Exposing the data de-risks that eventual banking core change by starting a ‘transition’ path of digital product capabilities, be they new revenue streams/products or replacing existing legacy-based products (de-coring your legacy platform). Supporting improved data access solutions is the enterprise level data governance capabilities that modern Master Data Management (MDM) tools bring for a scalable price. They are bank ready. Exposing data is one thing, getting the required governance across that data once exposed is critical. "Solve integration and data first to reduce risk and lower costs." Using modern MDM solutions and exposed banking platform data, banks can implement a ‘single source of truth’ for all sources of bank data. This will drive operational efficiencies, an improved and personalised customer experience and reduce effort and cost in meeting current and future compliance requirements. Data governance gives you data quality, which in turn gives you data trust, which drives efficiencies. With the availability of modern MDM solutions, you can cleanse, standardise and format your data whilst applying the data governance services across your data that a bank requires. Data quality is an issue all banks face, overtime, merges, product retirements, customers leaving, and platform upgrades dilute data quality. Improved data quality results in the ability to make informed decisions, through data analytics and insights, reducing organisational risk, improving the bottom line and the customer experience. In short, getting your legacy banking platform data exposed, accessible, structured and governed, are the first steps to a digital banking transformation strategy. De-risk the introduction of digital products, add new or replace existing products, create ROI on the path to your banking platform transition. Introduce new digital products in weeks not months, reduce time to market and improve your ROI roadmap. Introducing new digital banking products is possible with a transformation strategy that focuses on both accessing and leveraging the bank’s high-value data. By using modern technologies to expose your banking platform data, you can create an integration and data layer that enables the coexistence of digital products and your legacy banking platform. Ultimately transformation needs to be driven by the bank’s strategy, and accountable to its short-term to medium roadmap priorities. This acceleration approach is suited when ROI expectations are based on: Driving bottom line with new products to market A de-core of current products Improving customer experience Enabling for a future banking platform transition At Sida4, we understand the need for region-ready and proven digital solutions. We seek out best-in-class finance technology solutions and help orchestrate them into business outcomes that rapidly deliver value to our banking and lending clients, and to their customers. Lets talk .
By Sida4 May 6, 2025
Digital transformation strategies are vital for companies to harness digital techn ology effectively, enhancin g efficiency, collaboration, and outcomes while focusing on user experience. This transformation goes beyond mere technology adoption, demanding a cultural and procedural shift with an emphasis on people over technology. The significance of digital transformation strategies lies in their ability to help businesses adapt to changing technology, thereby gaining a competitive advantage and fostering innovation. Digital transformation is not just about integrating new technologies; it's a strategic approach to uncovering inefficiencies and scaling impact, requiring attention to employee, customer needs and future business challenges. "Digital transformation is not a one-time project, but a continuous journey of evolution and adaption to business uplift to deliver your goals." For companies to remain competitive, they must approach a digital transformation strategically and leverage the right tools and technologies to attain their strategic goals. These technologies can be used to identify and roll out business uplift strategies and execution both internally for your teams as well as your customers. digital-transformation-article-goals-diagram So what are the Top 5 Reasons why you should invest in Digital Transformation? 1. Enhanced Efficiency and Productivity: Digital transformation automates and streamlines workflows, reducing manual tasks and improving operational efficiency. This leads to increased productivity and cost savings. 2. Improved Customer Experience: Leveraging digital tools helps in understanding and responding to customer needs more effectively, enhancing their experience and satisfaction. 3. Maintain or create a Competitive Edge: In a fast-paced business environment, staying ahead means adopting the latest technologies. Digital transformation keeps companies competitive by enabling them to innovate and adapt quickly. 4. Data-driven decision-making: Digital transformation provides access to real-time data analytics, allowing businesses to make informed decisions, anticipate market trends, and respond proactively. 5. Scalability and Flexibility: Digital tools provide scalability, helping businesses grow without significant increases in costs. They also offer flexibility to adapt to changing market conditions and customer demands. Adopt a concise 10-step plan for a robust and efficient digital transformation: Evaluate Your Digital Environment: Assess current technologies, spot gaps, and prioritize key organisational needs. Set Clear Goals and Objectives: Define purposeful objectives to guide the transformation and track progress. Develop a Roadmap: Create a strategy with achievable milestones for transitioning from old to new digital processes. Enhance User Experience: Focus on creating a dynamic and engaging user interface. Emphasise Security: Prioritise information, network, and cybersecurity. Implement Automation: Utilize automation for efficiency and innovation. Choose Appropriate Technologies: Invest in technologies that align with your goals. Cultivate a Data-Driven Culture: Emphasize data quality and analysis for better decision-making. Monitor Progress Regularly: Use metrics and KPIs for continuous assessment. Stay Agile: Regularly update and adapt your strategy to stay on course. SIda4 provides transformation strategies and services for a wide range of complex businesses and industries. The key to success for your digital transformation strategy is an agile approach, where you constantly change and adjust your approach, so agility needs to be built into the strategy from the beginning. Once you have utilised metrics and KPIs, consider how to adapt your digital transformation strategy to ensure you remain on the path to success.  To assess your current state and create a strategy-driven transformation plan, let’s chat .
By Sida4 April 30, 2025
Addressing concerns about introducing Kafka, and other modern data architectures into a department, especially where there is apprehension towards change, involves a careful balance of empathy, clarity, and vision. Here's the approach our fictional kafka-hero "Jerry" took, and the message he sent to his team, aimed at alleviating fears and encouraging a positive outlook towards these technological changes. "Dear Team, We understand that the introduction of new technologies like Confluent and Kafka into our department signifies a significant shift from our current practices and systems. It's natural to feel concerned about how these changes may affect your role, your daily tasks, and the skills you've honed over the years. We want to acknowledge these concerns openly and assure you that this transition is not about replacing the invaluable knowledge and experience you bring to our department but about augmenting and elevating the work we do together. The world around us is evolving rapidly, and to continue delivering exceptional service and maintaining our leadership position, we must adapt and grow with it. Embracing Confluent and Kafka offers us an incredible opportunity to process data in real-time, make more informed decisions faster, and ultimately, enhance our ability to serve our community more effectively. These technologies are not here to make your roles obsolete but to empower you to achieve more with the skills and dedication you already possess. We are committed to ensuring that each one of you feels supported through this transition. This means we will be providing comprehensive training programs, from introductory sessions to advanced workshops, designed to equip you with the knowledge and skills needed to confidently use these new tools. These programs will be flexible, allowing you to learn at your own pace and providing support whenever you need it. Moreover, this is an opportunity for all of us to grow together. Learning new technologies like Kafka will not only enhance our department's capabilities but also open new avenues for your personal and professional development. It's a chance to expand your skill set, explore new roles within the department, and future-proof your career in an increasingly digital world. We encourage you to view these changes not as a challenge to overcome but as an opportunity to innovate, learn, and lead in our field. Your adaptability, willingness to learn, and commitment to excellence are what have made us successful thus far, and these qualities will continue to be our greatest strength as we move forward. We are here to support you every step of the way. Let's embrace this journey together, with openness, enthusiasm, and confidence in our collective ability to adapt and thrive. Warm regards, Jerry" If you are like Jerry and wish to introduce Streaming Technologies into your organisation, register your interest today in our Kafka 101 Course on Data Streaming. Let's talk .
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