Business Analysis
We embed senior business analysts inside your team to turn complex business requirements into specifications your development teams can actually build from.
The Client’s Situation
When the misunderstanding surfaces in testing
Organisations running transformation, migration or regulatory work rarely fail because nobody knew what was needed. They fail because what was needed never survived the journey from the people who understood the business to the people who had to build it.
Requirements get lost between business and technology teams. Scope shifts in the middle of the project. Misunderstandings only come to light during testing or implementation, which is the most expensive point at which to find them. And where the work is driven by a compliance or regulatory deadline, there is no room in the plan to absorb the delay.
The gap is rarely about effort. It is about having someone who understands the business intent and the underlying systems well enough to define what will actually be built, before anyone starts building it.
What changes when someone owns the translation
An analyst who understands both sides changes where problems get found, and therefore what they cost.
Problems found in requirements
Misunderstandings surface while they are still a conversation, rather than during testing when they are a change request.
Specifications that can be built from
Business need arrives with the development team as structured, implementable requirements rather than as intent to be interpreted.
Scope change handled, not absorbed
Changes get assessed for impact and taken through a decision, instead of quietly expanding the work.
Sponsors can see where things stand
Progress, risks and dependencies are made legible for steering committees and the people accountable for delivery.
Acceptance is not the first real test
User acceptance testing is coordinated and supported, so sign-off confirms what is already known to work.
What an analyst does on your project
1
Business needs assessment, requirements definition and functional specifications
Establishing what is actually required and writing it in a form that can be implemented.
2
Business process analysis, optimisation and change impact assessment
Mapping how the process works now, where it can be improved, and what a proposed change would affect.
3
Solution design support and delivery alignment
Working with the delivery team so the design answers the requirement, and stays answering it as the project moves.
4
Testing, validation and UAT support
Coordinating acceptance testing and validating that what was built matches what was specified.
Turn your data into a competitive advantage.
Whether you’re trying to prove marketing performance, modernise enterprise reporting, or build a stronger data strategy, we’ll help you create analytics that deliver measurable business value.
Our analysts work inside your team, not alongside it
We learn the business before the requirement
Onboarding is specific to the team and the project, from the business side first. The analyst builds a clear picture of the context, the objectives and the constraints before proposing anything.
We gather requirements properly
Stakeholder interviews, workshops, process mapping and gap analysis. The point is to understand how the process actually runs today, then to identify what has to change for the goal to be reachable.
We write what can be built
Business needs are translated into structured requirements and functional specifications that a development team can work from without having to guess at intent.
We stay through delivery
The analyst remains close to both the business and the technology teams, clarifying requirements as they arise, managing changes, and keeping the solution aligned to the objective it was commissioned for.
We take it to sign-off
The analyst coordinates and supports user acceptance testing, so the solution is genuinely ready when it is put in front of the business for acceptance.
Analysts are embedded directly with your stakeholders, your IT teams and your steering committees. They work in your tools and to your process, and they stay for the length of the change rather than for the length of the requirements phase.
Application Development
Why organisations bring us in
Tell us what the project needs to deliver
If a change is being held up by unclear requirements, or a project needs someone who can hold the line between the business and the delivery team, start with a conversation about the requirement rather than a proposal.
What do our clients say?
Want to hear more from us?
For insights and updates straight your inbox. No spam, unsubscribe at any time.
Questions we are asked
Do you have experience with a particular domain or technology?
Our analysts have worked across risk, payments, reporting, compliance and customer-facing systems, and several have a development background covering databases, reporting tools and integration platforms. Tell us the domain and the technology and we will tell you whether we have someone with real depth in it, or whether we do not.
Can your analysts work independently when requirements are unclear or keep changing?
Yes, and this is a large part of what the role is for. Unclear requirements are the normal starting condition rather than an exception. The analyst works with stakeholders to establish what is actually needed, and manages changes as decisions with understood consequences rather than absorbing them silently.
Can an analyst pick up an existing project quickly?
Yes. This is one of the things clients tell us they value: the ability to understand a business and its systems quickly and start being useful without a long run-up. Onboarding is shaped around the specific team and project rather than following a standard induction.
Can the same person cover business analysis and project management, or business analysis and testing?
Sometimes, and it depends on the size of the project. Some of our people work across both, and several hold project management and Scrum certifications alongside their analysis experience. On a smaller change, combining the roles can work well. On a large programme, splitting them is usually the better decision, and we will say so.
How long is a typical engagement, and how much of an analyst’s time do we get?
Engagements typically run from six months to several years, usually with the analyst embedded full time in your team. Shorter, part-time arrangements are possible where the scope is narrow, but most of this work benefits from continuity.
Tell us what the project needs to deliver
If a change is being held up by unclear requirements, or a project needs someone who can hold the line between the business and the delivery team, start with a conversation about the requirement rather than a proposal.
London Office
51 Lime Street
c/o HCR Law LLP
London EC3M 7DQ
United Kingdom
Zagreb Office
Centar 2000
Radnicka cesta 37a
10000 Zagreb
Croatia
Tell us about the project, the domain and what you need the analyst to own. If we have the right person we will say so. If we do not, we will tell you that too.
"*" indicates required fields