The senior voice on your side of the table
We work alongside internal IT, transformation and operations leaders on the change that matters.
In the room
Most enterprise programmes don't fail on the technology. They fail in the gap between what the business needs, what the supplier is selling, and what anyone has properly written down. We sit in that gap, embedded with your internal team and independent of your suppliers, doing the senior work that's hardest to outsource and most expensive to skip.
We give you a straight, senior view on whether the timeline is realistic, whether the approach is sound, and whether what's being scoped is what you actually need. Before the budget is committed, and continuously through delivery.
Suppliers deliver better when there's a senior client-side voice in the room. We ask the questions your team doesn't have time to ask, push back when scope drifts, and make sure the contract gets delivered as the business, not just as the statement of work.
Most problems happen in the gap between them. We've sat on both sides for 16+ years. We translate what the business needs into something the technology can actually deliver, and what the technology is doing into something the board will understand.
The same person who scopes the work stays with it through delivery. No hand-offs to juniors. No rotation of faces. You always know who's accountable, and so does everyone else in the room.
"SI-side BAs are competent. But they're paid by the supplier, and their accountability ultimately runs to the contract, not to your business."
We work alongside leadership teams on the change that matters: system replacements, operating models that have outgrown their shape, programmes that have stalled. We map the as-is, define the target operating model, and stay alongside the team through delivery as the senior analysis and accountability voice in the room. Always client-side. Always senior. Start to finish.
Where are you right now?
"We know we need to modernise. We just don't know where to start, or what we'll break."
The existing system is holding the business back. But it's connected to everything. Before you commit budget and political capital, you need someone who can map what's actually there and what replacing it really means.
As-Is & Discovery"We're mid-implementation and it's more complex than anyone told us. We need someone who's seen this before."
The supplier is struggling. The scope has grown. Every system touches three others nobody planned for. We know what to stabilise first, and how to get it back on track without starting over.
Rescue & Recovery"It's live. But the business is working around it rather than with it."
The system went in but the processes never caught up. Adoption is low. People have rebuilt their spreadsheets. The technology wasn't the problem. It's everything that wasn't properly connected around it.
Post-Go-Live Fix"We're not sure if we need new technology, or just need to fix how we work first."
Not every problem needs a new system. Sometimes the operating model has outgrown its shape, the processes are broken, or the team isn't structured for what the business now does. We help you figure out which is which, before anyone spends anything.
Operating Model ReviewHow we engage
Every engagement is led personally by Matt. No junior hand-offs. No surprises.
"We need a senior, client-side voice in the room, but not necessarily full-time, and definitely not someone the supplier brought."
Senior BA capacity embedded with your team for the life of the programme. Scope reviews, supplier challenge, operating-model sense-checks, the questions that need asking. The engagement scales with the work: a couple of days a week when that's enough, full-time when the programme demands it, then back down as things settle.
Senior, independent BA capacity sitting on your side of the table, for exactly as long and as intensely as the programme needs.
"We need to fundamentally rethink how we run, and to know what change in process, organisation and technology that actually requires."
We work with your teams to map the as-is: process, organisation, technology, the way decisions actually flow. Together we design the target operating model, and the supporting process, organisational and technology change required to get there. Senior thinking that goes deeper than slideware.
A clear target operating model, the change required to get there, and a credible plan to deliver.
The lead
Matt Wilson
Founder & Lead Consultant
16+ years designing operating models and the change that has to follow. The work spans process, organisation and technology, across financial services, payments, ERP, retail and tech. It sits between the business and the build: understanding what's there, defining what should be, and getting it delivered.
Senior consulting and delivery roles across global financial services, professional services, payments and engineering organisations. Also co-founded a live B2B platform, taken from concept to revenue-generating product. That experience is why Analysethat exists: most consultancies stop at the deck. The difference here is staying alongside clients through delivery, accountable for the analysis and business alignment all the way to live.
I started Analysethat because the most expensive failures I've seen on enterprise programmes aren't technical. They're failures of clarity. Someone senior in the room, working alongside their team, asking the questions nobody else wants to ask. That's the work. And it only happens as a partnership.
The honest bit
"Changing what already exists is harder than building something new. Every system touches three others you didn't think about."
100% client-side. Never seconded from a system integrator with one foot in their commercial interests. We're paid by you, accountable to you, and we ask the questions the supplier won't.
Legacy environments are rarely documented properly. We work with your team to find out what exists, what it connects to, and what replacing or changing it really means, before anyone commits to anything.
Most problems happen in the gap between them. We bridge it, translating between what the business needs and what the technology can actually do.
Technology is rarely the whole answer. We understand process, people and operating models, so we can tell you honestly whether you need a new system, a better process, or both.
Every engagement is led personally by a senior consultant, working alongside your team. No hand-offs to junior staff. You always know who's responsible, and who to call.
In their words
"They were the only people in the room willing to ask the questions everyone else had been politely avoiding. Within a fortnight we'd cut the scope to what actually mattered, deferred a piece of work that was never going to land in this phase, and rebuilt the board's confidence in the timeline."
Case study
A new three-sided marketplace was being launched, with regionalised payment entities taking payments on behalf of partners and splitting commission across them. The payments and tax compliance layer underneath all of that had to work, at launch, across three continents and 27 countries, with the regulatory, reporting and reconciliation requirements that come with that. None of it existed yet.
Embedded as the senior BA on the programme, alongside the client's internal teams and the professional services teams from Stripe and Avalara. I analysed the end-to-end payment, commission split and tax compliance processes needed across every market. Defined the requirements that sat across Stripe Connect for marketplace payments and commission splits, and Avalara for tax determination and reporting. Worked closely with the third-party pro-serv teams who owned the product side of those integrations, translating between marketplace economics, regulatory requirements and what the technology could actually do.
Launch-ready across three continents and 27 countries within three months. A payments architecture that handled regionalised entities, partner commission splits and country-specific tax compliance from day one. Audit-ready reporting in place at launch rather than retrofitted afterwards.
Selected experience
Client names withheld where contractually required.
Co-founded a multi-sided marketplace and took it from concept to live, revenue-generating platform. Defined the user journeys, core processes, system architecture inputs, third-party integrations and payments flows. Proof that the senior analysis work isn't theory for me. I've done it on my own product, not just other people's.
Travel TechnologyEmbedded as the senior BA within a growing business to scope and define a new payments and tax capability for international operations. Mapped the as-is across markets, defined integration requirements, and stayed accountable for the analysis through delivery, across commercial, operational and compliance teams.
Payments & FintechBrought into a fragmented programme to bring structure and clarity to the analysis. Defined requirements, translated stakeholder needs into practical data structures, and worked alongside third-party engineering, delivering real-time financial reporting where previous attempts had stalled.
Finance & OperationsSenior BA on a complex, multi-year programme spanning HR, finance and operations across multiple countries. Defined the target operating model and end-to-end processes, owned the analysis for feature delivery, and helped a programme that had lost clarity of scope find it again.
Global TransformationA sustained engagement across multiple large-scale programmes. Introduced structured process modelling, defined Target Operating Models, and built the analytical foundation that gave leadership confidence in what the business was committing to deliver.
Engineering & StandardsThe most common engagement: coming in before a project starts and making sure what's being asked for is what's actually needed. The work that's hardest to see and most expensive to skip. Delivered across financial services, technology, operations and beyond.
Discovery & DefinitionAll engagements described anonymously. Further detail available on request.
Perspectives
Occasional writing on analysis, delivery, and where enterprise change usually goes wrong.
The scope that gets signed off is rarely the scope that gets built. The three patterns we see on every late ERP programme, and the questions to ask in week one that surface the slippage before it lands on the board's desk.
DeliveryMost replacements fail on the data, not the platform. What "good" migration scoping actually looks like, why first estimates are wrong by a factor of three, and where the conversation needs to start.
StrategyModernisation isn't always the answer. Three diagnostic questions to ask before committing budget, and the scenarios where keeping what you have is the senior call, even when it's not the popular one.
More writing on the way. Want first sight? Drop us a note.
Before you email
Embedded Senior BA is a day rate against a committed number of days per month, on a 30-day rolling basis, flexing up to full-time if the programme demands it. Operating Model & Discovery is a fixed fee agreed up front, scoped to what's actually needed. Whatever the engagement, the price is agreed and written down before any work begins. No retrospective change orders, no surprise extras. I'll quote on a first call once I understand what you're dealing with.
Yes. That's frequently the reason we're brought in. We're not a delivery firm competing with your suppliers for build work; we're the senior analysis and accountability layer that sits between you and the people building. Most engagements involve coordinating across one or more third-party suppliers, internal IT, finance, compliance and ops. If anything, suppliers tend to deliver better when there's a clear, senior client-side voice in the room.
No. And the difference matters. SI-side BAs are competent, but they're paid by the supplier and their accountability ultimately runs to the contract, not to your business. We're 100% client-side: paid by you, accountable to you, sitting on your side of the table. We ask the questions the supplier would rather not surface, push back when scope creeps, and stay focused on whether the change is actually right for you, not whether the contract gets delivered as written.
Yes. That's the point of the model, not a limitation of it. Analysethat is led by Matt Wilson, personally, on every engagement from first conversation to go-live. No juniors layered in. No rotation of faces. The senior brain you meet on the first call is the same one in the room six months later. If the work genuinely needs more range than that (and most don't), I'll be straight with you about it on the first call rather than stretch to cover something I shouldn't.
We don't do BAU support. We work on change, not steady-state ops. We're not a staffing agency, so you won't be billed senior rates for junior work. We don't resell licences or push you toward platforms we're partnered with. And we don't parachute in, write a deck, and vanish. If you need seats, ongoing managed services, or a team of subcontractors to park somewhere, we're not it. And we'll say so up front.
Yes, once we've agreed an engagement is likely to proceed. References aren't handed out at first contact, both out of respect for client confidentiality and because a reference call is more useful when there's something specific to ask. We'll connect you with someone whose engagement most closely resembles yours.
Typically two to four weeks from a signed engagement. We work with a deliberately small number of clients at any one time. If we can't start when you need us, we'll say so on the first call rather than slot you into a queue.
Yes, as standard. Happy to sign yours, or provide ours. NDAs are signed before any substantive conversation about your specific situation, so you can speak freely about names, numbers and what's actually going on.
UK-based, working with UK and international organisations. Most engagements are remote-first with on-site time at the points where it adds real value: workshops, key stakeholder sessions, go-live. Distance has rarely been the constraint; senior attention has.
Get in touch
Whether you're planning a system replacement, working through a complex programme, or just want a senior view before you commit, let's talk. No pitch decks. No sales calls in disguise. Just a straight conversation about whether we can be useful.
hello@analysethat.co.ukWe respond within one business day. If it's not the right fit, we'll say so.
Tell us what you're working through. No forms, no formalities. Just an email.
30 minutes. We listen, ask the questions others miss, and tell you honestly if we can help.
What you'll get, how long it'll take, what it'll cost. Written down. No ambiguity.