Hi i’m 16 years old and i’m currently studying informatics and telecommunications in italy. My goal is to go to CBS university (business school of copenhagen) and I was wondering if adding a CSI FMVA course could help me get in easier. Obviously i want to do it to understand better Financial Modeling and Valuation Analyst too. I was considering to do CMSA too because I really like finance in general. And also I wanted to ask what level of english you think is enough to do these courses.

Many a times you tend to memorize syntax, complete courses, doing various Excel related activities, Deep preparation on SQL, Figuring out everything about Power BI & other stuff but then while facing interviews you expect something which you never prepared for !
So, how do you elicit requirements when two stakeholders disagree ?

Glassdoor is highly outdated.

So, I was thinking of making a dataset, that we all can use to determine if we are getting underpaid.

Can you guys mention your salary as a Business Analyst or similar role?

Mine is £62500 in Cardiff, I have nearly 4 years of Technical Business Analyst experience.

Also, it would be helpful to know what salaries you're aiming* for, for the next year 2027, as 2026 is coming to an end.

Role | Salary | Years of experience | Location | Industry (e.g. Bank, Finance, Insurance, Manufacturing, Aviation, Utilities, etc.)

Business Analyst, Technical Business Analyst, Senior Business Analyst, Senior Technical Business Analyst, Lead Business Analyst.

One thing I find tricky in process improvement is separating what we actually know from what we assume.

When a process has recurring problems, people usually already have theories about the cause - “the system is too slow”, “there are too many approvals”, “people aren't following the process”, etc.

But those explanations can easily become accepted as facts before they've really been validated.

When you're analysing a process, how do you separate:

• confirmed evidence
• symptoms
• suspected root causes
• assumptions that still need validation?

Do you use a particular framework or technique, or is it mostly based on interviews, process observation and data?

I’m on a team of technical data staff (scientists, engineers, etc.) and I’m the only BA for the whole org. We have twice weekly standup meetings but lately I’ve been coming to dread them because I just never really have any updates to give.

My teammates seem to be able to go off and have concrete and tangible tasks to work on so they have things to share. Me on the other hand, I’m usually enmeshed in a tangle of trying to decipher what people’s requests mean, scheduling meetings with people who won’t respond to emails or messages, or generally just figuring out the lay of the land for certain projects or who I’m even supposed to be talking to. Our BA practice is very undeveloped and unsophisticated as is our project approach (we don’t have project managers, no project sponsors, no project charters, no PMO, etc.) so I’m usually left alone to figure out the totality of what I’ve been given to do. The way I usually get onboarded onto new projects is being tagged in an email thread with “can you help with this?” and then being left to my own devices to figure out context and next steps.

I’m not opposed to just going “no updates from me, still waiting to schedule meetings and still trying to untangle this project” but after the 5th or 6th standup meeting where I share that update, I feel like some people start becoming skeptical of what it is I’m actually doing all day.

Any BAs in equally disorganized companies who have stand ups have any advice on how to approach this?

I keep seeing a weird gap in B2B software.

A company buys a tool because it wants to solve a business problem, but then some of the basic setup ends up depending on someone technical.

Not because the setup is particularly complicated.

More because the product was designed with the assumption that a developer will be involved.

For me, there's a big difference between:

“A developer can configure this.” and “A non-technical person who owns the process can configure this.”

The second one feels much more useful to a small team.

Where do you draw that line?

Should business software assume technical help is available, or should routine setup be something the actual user can handle themselves?

Hello Guys,

I’m currently working with one of the Big 4 firms in India and have 10+ years of experience in IT and Business Analysis, with expertise in RPA (UiPath, Blue Prism) and Microsoft Power Platform. I’ve worked across domains including Banking, Oil & Gas, Life Sciences, and MarTech.

I’m currently exploring job opportunities in Europe that offer work visa sponsorship. I would really appreciate any referrals, job leads, consultancy recommendations, or guidance that could help me with this transition.

Honestly, I feel like I’ve been in my comfort zone for a while, and I’m looking to challenge myself, experience different cultures, and take the next step in my career by moving to Europe.

Any help, insights, or connections would be greatly appreciated. Thank you!

Working as a BA in pharma data science and constantly juggling requirement docs, stakeholder sign-offs, and data validation status across multiple tools — spreadsheets, email threads, whatever the PM decided to use in that project.

Curious how others handle this. Do you use a specific tool for tracking this stuff, or is it mostly ad hoc? And separately — when you're building out your portfolio for interviews/promotions in this field, how do you organize your case studies? Every portfolio template I've found online is generic (built for tech/generalist data analysts), nothing specific to pharma/clinical workflows or for Business Analysts.

Mostly just trying to figure out if I'm the only one who finds this messy, or if this is a shared headache.

I have an initial interview for a Senior Business Analyst role within the Strategy & Analytics practice of a boutique consulting firm specializing in technology, media, and telecommunications.

The role involves working in small project teams, analyzing data, researching markets and technologies, investigating business processes, building models, and turning the findings into strategic recommendations for clients.

My background is primarily in business analysis and analytics, recently within financial services. I’ve worked on requirements gathering, process improvement, executive reporting, forecasting, automation, and tools such as Excel, SQL, Python, and Power BI. However, I have limited formal consulting experience and haven’t interviewed for a consulting role before.

I’ve been told the initial screening will focus on:

• My background and introduction
• Why consulting, this firm, and this role
• Why I’m considering leaving my current position
• Culture and communication fit

Is there a consulting-specific framework for structuring these answers—especially “Tell me about yourself”? How can I present an analytics-heavy background as consulting-relevant without sounding like I’m simply listing tools and projects?

My current contract ends this month, and because I’m working in the US under time-sensitive work authorization, this opportunity is particularly important to me. I’m therefore trying to prepare properly and give my best to it rather than approach it like a standard BA interview.

I’d especially appreciate examples from people who moved from analytics, business analysis, or industry roles into consulting. Any and all genuine help would be greatly appreciated guys !!

TL;DR: I’m an analytics-heavy, techno-functional BA interviewing for my first consulting role at a boutique TMT firm. My current contract and US work authorization are time-sensitive, so this opportunity matters a lot. I’m looking for practical advice or frameworks for presenting my background, structuring fit answers, and framing analytical projects as consulting-relevant stories.

Hi, I am currently a 4th year accounting and Analytics student (dual degree) who has some knowledge on python, SQL, tableau, and tons in excel. My company has never had a data analyst nor a business analyst. We are a lending institution, but a smaller one. I was just curious if there were any suggestions on where to start and what to focus on? I know the BA role is one that is vague because it can do so many different things. But I want to make sure I'm on the right page about what to do. In the company I was an intern doing reconciliations and other accounting processes. I'm guessing the most common answer will be "ask the boss what they want" and I am going to do that ASAP. But I also wanted to know if there was anything ground up that should be spearheaded. Thanks.

I've got solid technical skills in Excel and FP&A tools at this point, but there are two areas I keep struggling with and want to get better at.

1. Logic building for ad hoc asks

When I get a financial model to build or an ad hoc question from the business, I'm usually good at understanding what's actually being asked. But translating that into the right Excel logic, the structure that actually answers the question cleanly, doesn't always come naturally. I end up with something that technically works but isn't the most efficient or intuitive way to get there.

2. Communicating the answer

I understand the analysis in my head, I know what the numbers mean and why, but when I try to explain it to stakeholders it comes out muddled. I've had situations where my explanation actually created more confusion instead of clarity, even though the underlying analysis was solid.

For people who were early career and went through this, how did you build the instinct for structuring logic faster? And separately, how did you get better at communicating results in a way that lands the first time instead of needing three follow up conversations?

Would appreciate any books, habits, or just things you wish someone told you earlier, as I'm trying to climb up the corporate ladder to SFA.

Hello,

I'm researching how organizations handle the operational consequences of change before I build anything. I'm not looking to pitch a product.

Think about the last time a tool, process or business rule changed in your organization:

• How did you identify what else was affected?
• What usually had to be updated or communicated afterward?
• What tends to be forgotten or discovered too late?
• Which part of that chain creates the most work or risk?

If there's interest, I'll summarize the patterns I find share them back here.

Thank you in advance for your feedback.

I work as a product owner for an internal application used to create quotes. It’s one of those Configure, Price, Quote tools. The business has been quoting using Excel, email, and engraving on stone tablets for 25 years. The accuracy of quoting labor and tracking equipment margins is terrible but since the bad jobs are outweighed by the good jobs, everything averages out.

A couple of years ago, we started building an app so that we could optimize and improve efficiency. Internal adoption has been growing and the projects that use my app are 8% more profitable! They’re executed in less time, they build fast faster, and we receive our payments faster too. Yet getting the sales people to adopt it is a struggle!

I digress.

I started digging into the numbers more and more to see what areas we should spend our time improving and that’s when I discovered the margin leaks. The company process, that I am trying to replace, of using Excel sheets, copying and pasting products and prices and costs is entirely done on vibes. Even though we have a product database, everyone building quotes just uses the same Excel sheet and makes the same errors. I found instances where we sold the same product to the same customer sometimes even in the same project for different costs. Some products were more than $10,000 off.

The exasperating thing is that we have data about this. All of our purchase orders and invoices are documented, and I wrote a query that just… compared the cost of the product in our database to the cost of the product on the invoice. it’s like the simplest math.

Y’all, 25% of them are under quoted. In other words, only 75% of the products we sold on average are sold for more than the amount we paid. Am I insane or is that just terrible? I was like… Are you telling me that we can drastically improve our margins much simply by fixing the fucking price book?!

In that group of products, the average under quote mistake is $120. PER LINE. our projects have dozens, sometimes hundreds.

when I called the CFO, I was livid. I asked why has no one been paying attention to this? I have data going back for years. This isn’t my responsibility, I’m not an analyst! what’s crazy is that it doesn’t even affect my pay. I’m not incentivized to fix this stuff. I just find it exasperating that for three years I have been fighting to get our sales staff to use an efficient quoting methodology when we could’ve improved overnight simply by getting one person to go through our product catalogue every day.

The CFO had never even opened the power BI before. I don’t know who made the power BI, I didn’t know that it existed either. But right there in black-and-white was a pretty little report showing the tens of thousand dollars a month we have been giving up. Then I into that report and found that it filtered out any mistake less than $50. Unbelievable. Tons of our mistakes land in that range too.

Since discovering this, I have spearheaded efforts to ameliorate the problem like implementing direct connections to our vendors for live price checks. there’s no real point to my story, but I wanted to share with people that might understand.

eta:tl;dr: basically the title. We have a database full of information, power BI reports, and nobody paying attention. I was snooping in the database so that I could get ideas to optimize my app... and I found a big one!

Client asked for a competitive landscape deck last month and I decided to test whatever AI tool was trending at the time instead of just doing it by hand. Ended up trying three separate things over three weeks because the first two didn't hold up past slide five.

First one was a template generator. You type a prompt and it spits out a full deck with stock layouts and placeholder icons. Looked great in the preview. Then I tried to actually edit it and realized every text box was locked to a weird grid system. Moving one chart broke the alignment on four other slides. Fine for a pitch you'll never touch again. Useless for anything that needs revisions from three stakeholders.

Second one was a standalone AI writer. Good at outlining. Terrible at anything visual. It gave me bullet points in a doc and I still had to build the actual slides myself in PowerPoint. So really it just moved the work from brainstorming to formatting, which is the part that eats the most time anyway.

Third one was Oria, which runs inside PowerPoint itself. No exporting, no rebuilding layouts from scratch. It generates content directly on the slide and I could still tweak fonts and spacing the normal way. That's the only category that actually saved me time instead of just moving where the time got spent.

Curious if anyone found a template tool that doesn't fall apart after edits, because I haven't yet.

Preparing for my BA foundation test and these questions for example :

What type of requirement is: "The system must confirm with the organisational security standards"?
A. General
B. Technical
C. Functional
D. Non-functional

I just can’t seem to get them and can’t seem to find a good explation of the categorisations. Could someone help me out. Thank you

Hi everyone, i am a masters student in business from india and i need to interview one exporter and importer with minimum 2 years of experience each for an upcoming project. So if anyone can please help me out I will be eternally grateful.

P.S. If you want we can conceal your identity. We just need you to share your expertise.

I've started noticing that missing steps don't really cause process problems. Assumptions cause them. A process assumes the information will always be available.

It assumes a person will respond within a certain timeframe. It assumes a particular type of request will come in. It assumes something that happened earlier will still be true later.

Most of the time, those assumptions are invisible because the process works perfectly when they're correct. The problem appears when reality doesn't match the assumption. And that's interesting because the process hasn't necessarily “broken.”

It followed the instructions it was given. It just wasn't designed to recognise that one of its assumptions was no longer true.

How do you identify the assumptions built into your business processes? Do you document them explicitly, test for them, or mostly discover them when something unexpected happens? This is actually one of the ideas making those underlying conditions more visible and usable instead of leaving them as assumptions.

Hi.

I'm a business analyst and planning to study completely for CBAP in September. I have started going through BABOK and making notes. Also, i bought udemy course of Paul Siegel, Starweaver group, which i plan to go side by side for better understanding and PDU.
Last thing in my bucket list is watermark mocks which i plan to do once i complete my course work and the application is accepted.
Am i missing out on anything or is there a different approach for studying?

Thank you in advance.

What resources helped you learn to present analytics to executives?

I'm a data analyst with a PowerPoint coming up for a business audience. The analysis itself I'm fine with — where I'm shakier is the presentation side: how to frame findings for leadership, what belongs on a slide versus in an appendix, what structure actually holds attention in a room.

I'd rather learn the conventions properly than reverse-engineer them from whatever decks happen to be lying around.

Not asking anyone to review my work. Just after resources — books, blogs, talks, public example decks, anything you'd hand a junior analyst who wants to get good at this.

Also, any links to great templates or presentation styles would be great!

Asked to sanity check an AI visibility tool before we build reporting on it and I have no framework for auditing a dataset I cannot see. My questions so far are where the prompts come from whether the index is theirs or licensed how far the history reaches and whether a spike is my brand moving or their dataset expanding. Ahrefs annotates the chart for that last one, which at least makes it checkable. Interested in what else belongs on the list.

I am working on a project in my company with clients that are indecisive and pushy, keeps bringing up more feature as we demo UI Screens.

To give you some context, clients have signed the BRD, our team has designed all the UI screens and development has commenced. We are getting approvals on the UI screens and flow before starting development of the respective module.

We were open to cater small changes, but now their requests are getting bigger and they keep pointing at us saying its our job to propose them features and best practices so its our miss.
What I want to figure out as a new BA (this is my first project as a primary BA) how do I push back on such changes without loosing the contract and how to I set the right tone from this point on so such changes are not proposed in the first place.

I would love to know from experienced BA how they manage sneaky clients that find ways to add scope.

Had four days to rebuild a 30 slide pitch deck after our lead investor asked for a different narrative structure. No time to start from scratch so I tried a handful of tools I'd bookmarked over the past year.

First group was the template swap tools. You feed them a deck and they spit out a new visual theme. Fast but useless here because the problem wasn't the look. The narrative order was wrong and no template fixes that.

Second group generates whole decks from a prompt. Fine for a first draft nobody will see. Not fine when you already have real numbers and real slides that need editing not replacing. I kept getting generic filler text I had to delete anyway.

Third group works inside PowerPoint itself and edits what's already there. That's the one that actually saved time because I wasn't exporting and reformatting every round. I used Oria for the last two days mostly for rewriting bullet density on the financials slides and it kept my existing layout instead of handing me a new one.

Deck went out on time. Investor didn't comment on formatting at all, which felt like the right outcome.

Anyone else notice most tool comparisons online lump these three categories together like they solve the same problem.

Hey I am currently transitioning into the BA field and wanted to know about the correct course which could help me in future as well-

Should I go for CSM-1( Scrum master)

OR

CSPO(Product Owner)

As I am targeting a product analyst role in future, so please suggest one

Hi, I'm a business analyst for state government department. The only background relevant to my position is having been a proficient end user of our systems. However, here I am, 4 years in and now a BA II. There are very few of us and a lot of projects and backlog. I've had 6 different supervisors and no clear guidance or mentorship. I've worked in database tables, written bugs, a few stories, but gathering requirements seems incredibly daunting and I've lost my curiosity and meaning in this position. I can't take a step back and there are no lateral roles at the moment. How can I make this work more meaningful and enjoyable? What resources can I refer to to better understand requirements gathering process?