Customer story
Simplifying Success: Streamlining the Technology Landscape to Pay Dividends in FinTech Growth
FinTech Scale-up
BA
Business Analysis
Let's turn messy problems into clear, actionable change.
When things feel complex, with multiple systems, conflicting views and unclear scope, good business analysis is what stops programmes unravelling later. Agile Project Delivery helps you understand the real problem, shape options, and define change in a way delivery teams can actually use. We combine strategic context analysis, process redesign, requirements elicitation, and structured modelling (UML, BPMN, SIPOC) so you move from "we think we know" to a shared, evidence-based view of what needs to happen next.
What is business analysis?
Business analysis is the work of understanding a business problem well enough to change it safely. It sits between strategy and delivery, clarifying what's really happening, what needs to change, and why, then turning that into requirements, process designs and options a delivery team can build against with confidence.
Our business analysis expertise
Strategic context & situation analysis
We start by understanding where you are and why change is needed. That means analysing the wider business context, investigating current situations, mapping stakeholders, and surfacing constraints, risks and opportunities. We use structured techniques to separate symptoms from root causes, so you don't end up "solving" the wrong problem or funding initiatives that won't move the dial.
Requirements gathering & elicitation
We turn fuzzy ideas into clear, testable requirements that delivery teams can trust. Through interviews, workshops and walkthroughs, we capture functional and non-functional requirements, define business rules and success criteria, and validate them with the people who'll use the solution. Everything is documented in a consistent way, with clear traceability from objectives to stories and acceptance criteria.
Business process redesign & modelling
We map how work really gets done today, then design how it should work tomorrow. Using BPMN, UML and SIPOC, we document current-state and future-state processes, highlight bottlenecks and failure points, and co-design new workflows with stakeholders. The result is clearer roles, simpler flows, and a solid foundation for automation, system design, or operating model change.
Gap, impact & solution definition
Once the current state is understood, we assess the gap between where you are and where you need to be. We evaluate solution options, analyse impacts across people, process and technology, and define pragmatic recommendations and delivery steps. Our focus is fit-for-purpose solutions, not theoretical perfection, giving you a clear path forward, with known risks and dependencies, and documentation that supports confident decision-making.
We've supported complex CRM, data and platform transformations by bringing structure to messy estates—clarifying requirements, redesigning processes, and building the business cases for change.
£1.3m
technology simplification benefits identified through application and licensing analysis for a revenue and customer data transformation at GoCardless.
100+
stakeholders engaged and aligned across a Clarizen–SAP–Salesforce project and time management rollout for a global media group, underpinned by structured requirements and process design.
10+
reusable data services designed and delivered as part of a new big-data product at Elsevier, targeted to generate $1m+ additional revenue per year and built on clear analytical and technical requirements.
See how structured analysis brought clarity, de-risked delivery, and moved change forward for our clients.
Customer story
Turning Data into Discovery: Powering Clinical Insights with Intelligent Publishing
Clinical Publisher
Frequently asked questions
What does a business analyst actually do?
A business analyst works out what a change really needs to succeed. We investigate the current situation, elicit and document requirements, redesign processes, and define solution options. The output is a shared, evidence-based view of the problem and a plan delivery teams can build against, rather than assumptions that unravel later.
When should we bring in business analysis?
Ideally before you commit budget or pick a solution, because early analysis stops you funding the wrong problem. It's also worth it mid-programme when scope feels unclear, stakeholders disagree, or a system implementation has stalled. We bring structure at any stage, though the earlier we start, the more risk and rework we remove.
What deliverables do we get?
It depends on the problem, but typically a current-state and future-state process map, a documented set of functional and non-functional requirements with traceability, a stakeholder and impact assessment, and a shortlist of solution options with recommendations. Everything is written so delivery teams, sponsors and vendors can act on it without guesswork.
Which methods and notations do you use?
We use structured techniques rather than a single dogma. For modelling that means BPMN, UML and SIPOC to map processes and systems clearly. For discovery we run interviews, workshops and walkthroughs. We adapt the depth to the decision at hand, so you get enough rigour to be confident without documentation nobody reads.
How does business analysis fit with the rest of delivery?
It sits between strategy and delivery, translating intent into something teams can build. Good analysis feeds project management, solution design and testing directly: clear requirements become stories and acceptance criteria, process maps guide configuration, and impact assessments shape the plan. It's the layer that keeps delivery anchored to the real problem.