The job is mostly asking better questions than anyone else in the room.
Business analysis has a branding problem. People think it's writing documents. It isn't. It's the work of figuring out what a business actually needs — which is almost never what it first asks for — and describing it clearly enough that a team can build it without guessing.
Where I've done it
Regulated environments, mostly. Insurance, banking, federal government. Places where getting the requirement wrong is expensive and someone will find out.
Migrating 2,500+ advisor websites onto a new platform, including the API integration, DNS cutover, and analytics that came with it. Building an analytics dashboard that gave advisors a view of their own performance for the first time. Documenting a regulatory programme end to end — sitting with directors, capturing the business rules and the consequences of getting them wrong.
How I work
Kanban, mostly, with a product owner hat on more often than not. I care about flow over ceremony. I would rather have a short conversation with the person who owns the problem than a long meeting with eleven people who don't.
What I'm good at
- Requirements elicitation
- Process mapping and improvement
- Stakeholder facilitation
- Backlog ownership
- Regulatory and compliance documentation
- Analytics and reporting
If you want the formal version with employer names and dates, that lives on LinkedIn.