Business analysis
How business analysis
changes everything.
Our business analysts ask the uncomfortable questions before a single line of code is written. They expose assumptions. They force trade-offs into the open.
That is where value is created.
Good business analysis aligns strategy, people, processes and technology long before delivery pressure kicks in. It ensures that what gets built is not just technically correct, but operationally viable, scalable, maintainable and worth the investment.
Why us
Turning analysis into a real capability.
Anyone can say they “do analysis”. Very few organize it as a capability.
We do.
Our business analysts are not attached to projects as an afterthought. They operate as a dedicated chapter with shared standards, tooling and experience across industries and domains that gives you an advantage.
Within this chapter, IIBA-certified analysts work according to internationally recognized standards and best practices. This means that quality is not a coincidence, but structurally guaranteed.
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You get analysts who see patterns across projects, not just tasks in isolation.
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You benefit from proven structures instead of reinventing analysis every time.
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You get consistency without rigidity or unnecessary constraints.
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You get people who understand that quality is a business decision, not a technical side-effect.
This is how organizations avoid repeating the same mistakes with better-looking dashboards.
The impact you feel immediately.
Good understanding, structured thinking, and intentional decision-making transform how teams work and deliver value.
Clear problem definitions and explicit priorities prevent teams from investing time, energy and talent in solving the wrong problem really well. By making objectives, assumptions and trade-offs visible early, teams align on what actually matters and can make decisions based on intent instead of interpretation. This leads to fewer detours, fewer reversals and decisions that hold up as complexity increases.
When requirements, quality criteria and constraints are understood upfront, teams avoid the costly cycle of building, revisiting and rebuilding. Expectations are aligned early, dependencies are surfaced and risks are addressed before they turn into surprises. The result is less rework, fewer late-stage corrections and progress that doesn’t unravel six sprints later.
Non-functional requirements such as performance, security, reliability and maintainability are defined deliberately instead of being discovered under pressure. By making quality attributes explicit from the start, teams can design for them consciously and make informed trade-offs where needed. Quality becomes a design decision, not an emergency fix.
Clarity removes friction. When teams share a clear understanding of goals, scope and constraints, discussions become focused, decisions happen faster and escalations decrease. Work moves forward with confidence instead of hesitation, allowing delivery to accelerate without cutting corners or creating hidden debt.
Roles, responsibilities, and decision rights are explicit. Stakeholders, teams, and leadership understand who owns which choices and how those choices support shared goals. This reduces friction, prevents delays, and keeps everyone moving in the same direction, even when things change.
How we start
High-level analysis.
Before we design solutions or commit to scope, we step back.
High-level analysis is how we create a shared understanding of the problem space without getting lost in detail. We look at the structure of the situation, the key processes, actors and relationships, and the forces that shape the solution.
This gives stakeholders a clear, visual overview of the problem and the direction of the solution, down to the use-case level. From there, we can estimate effort, plan next steps and decide where detail actually adds value.
The goal is not to define everything. It is to define enough.
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Enough to understand the scope.
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Enough to identify risks and dependencies.
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Enough to make informed decisions about what needs deeper analysis next.
High-level analysis sets the foundation. Everything else builds on it.
Proof in practice
Space System Ontology.
Together with Thales Alenia Space and the European Space Agency, Gorilla IT laid the foundation for the Space System Ontology, the semantic information model of ESA.
This collaboration took place in an environment where complexity is the norm and misunderstandings have immediate consequences.
This case study shows what happens when business analysis forms the foundation of a complex collaboration.
Team
Meet the business analysis chapter.
We are the people who make sure software solves the right problem before it gets built. Because clarity does not happen by accident.
Our business analysts work at the very start of each project. They bring structure to uncertainty, align stakeholders, and turn complex goals into shared understanding and clear next steps.
Working as a chapter with shared standards, they ensure consistency and quality across projects, without losing the human touch.
These are the people who help teams slow down at the right moments, so everything else can move faster later.
Carla Arauco
Lead Business Analyst
Carla leads the Business Analysis chapter with focus and intent. She ensures that analysis is not treated as a phase, but as a discipline that runs through everything we deliver. She sets standards, sharpens thinking and keeps the bar high across projects. Calm when complexity rises. Relentless when things stay vague. If a decision matters, Carla makes sure it’s made consciously.
Laura Coenen
Business Analyst
Laura works close to stakeholders and delivery teams, translating business goals into clear requirements and quality criteria. She has a sharp eye for what is said, what is meant and what is quietly assumed. She turns ambiguity into shared understanding before it becomes friction.
Niels Hammink
Business Analyst
Niels focuses on structure, consistency and decision logic. He makes trade-offs explicit, keeps requirements grounded and ensures that quality is designed in rather than discovered later. When systems grow, his work keeps them understandable and maintainable.
Rik Warbroek
Business Analyst
Rik connects analysis with execution. He works where plans meet reality, helping teams move forward without losing sight of business value, constraints and long-term impact. Clear thinking. Practical outcomes. No noise.
Internationally anchored expertise.
Our business analysis chapter consists of IIBA-certified analysts who work according to internationally recognized standards and best practices. This means analysis is not based on personal interpretation, but treated as a professional discipline with clear frameworks, a shared language and proven methods.
We help you move fast without losing direction.
By turning ambiguity into clarity, decisions into structure, and ideas into outcomes teams can actually deliver.
Business analysis that creates real alignment and drives better decisions.
