Process modelling initiatives frequently consume months of effort without producing meaningful results — often because teams dive into detailed models before anyone understands the big picture. This paper argues for a clear separation between process architecture (a rapid, high-level view of what processes exist, who they serve, and how they connect) and detailed process modelling and design, while keeping both perspectives fully integrated. Drawing on case studies from financial services organisations, it shows how this approach can cut project time dramatically and produce models that business stakeholders actually engage with.