The Business Analyst is a trusted partner to senior leadership, aligned to a specific area of the business and embedded within it. Working side by side with the Managing Director and Commercial Director day to day, their core purpose is to understand how the area really works and to find and unlock opportunities across people, process and systems. This is a business improvement role at heart, with a remit that reaches well beyond IT.

Many of the biggest opportunities lie in the way work is organised and carried out day to day, how teams are structured, how processes flow, and how effort is spent and often have little to do with technology.

Benefits

Where an opportunity does call for technology, the Business Analyst is also the route into IT, capturing and shaping the requirement and taking it to the relevant Product Owner and delivery team, so nothing is lost between the business and delivery. The role sits within the business area and works to its leadership, while keeping a close, joined-up link with IT and Product Owners. The Business Analyst also works directly with clients to support the delivery of our contracts and helps coordinate and manage work with third-party suppliers and partners.

It calls for someone as comfortable in a boardroom conversation about commercial strategy as they are mapping a process or shaping a requirement. Partnering with Leadership & Clients Work side by side with the Managing Director and Commercial Director day to day, as part of their team and a dependable point of contact for improvement and change. Translate strategic and commercial objectives into practical, deliverable pieces of work.

Requirements

and representing their needs within the business. Build strong, trusted relationships at every level — from front-line operational teams to executive leadership, and externally with clients and contract partners. Facilitate workshops, interviews, and working sessions to draw out needs, resolve conflicting priorities, and build consensus.

Communicate clearly and confidently, tailoring the message to the audience — from detailed working documents to concise executive summaries. Identifying Opportunity across People, Process & Systems Take time to understand how the area operates end to end, building a clear picture of where value is created and where it is lost. Proactively identify opportunities to improve, looking through three lenses: People - how teams are organised; where capability, capacity, roles, or ways of working could be strengthened; and where effort is duplicated or misdirected.

Process - where processes are inefficient, inconsistent, manual, or carry unnecessary risk, and how they could be simplified or redesigned. Systems - where better use of existing systems and data, or new technology, could remove friction, save time, or unlock growth. Build the case for change - quantifying the benefit, the effort, and the priority so leadership can make informed decisions.

Recognise that many of the best opportunities are non-technical, and pursue improvement wherever the value lies, not only where a system is involved. Business Process Improvement Analyse current (“as-is”) processes to identify inefficiencies, risks, gaps, and opportunities for improvement. Design and document improved (“to-be”) ways of working that deliver measurable benefit.

Produce clear process maps, procedures, and supporting documentation. Support the implementation of process changes, ensuring they are understood, adopted, and embedded across the business. Track and measure the impact of process changes against agreed outcomes.

& the Route into IT When a business need calls for technology, act as the route into IT and systems delivery — the first point of contact for capturing what the area needs.