Senior Business Analyst in London

Good Growth is responsible for delivering and implementing the Mayor’s environment, transport and economic strategies and for the effective implementation of the London Plan. The Directorate is also responsible for regeneration, enterprise, growth, capital projects and design work.

About the team

London is a city recognised as the global capital for arts and culture. Our theatres, music venues, museums and galleries are renowned across the world. Our creative industries are vital to London’s success and the recording studios, rehearsal spaces, artists' workspaces, grassroots music and LGBTQ+ venues all contribute to this success. The Culture, Creative Industries and 24-Hour London portfolio at the Greater London Authority focuses on supporting London’s cultural and creative economy, strengthening cultural infrastructure, and ensuring the city functions as a global, inclusive 24‑hour city. This includes overseeing major projects such as Creative Enterprise Zones, London Borough of Culture, the Fourth Plinth commission, and initiatives that support the night‑time economy. Alongside programme delivery, the team is preparing for devolved powers of licensing to the Mayor—working with boroughs, the police, industry and communities to ensure that licensing and regulatory frameworks support vibrancy, safety and economic growth while balancing local impacts.

About the role

This is an exciting opportunity to join the Culture, Creative Industries and 24 Hour London (CCI24) Unit delivering the Mayor’s and the Strategic Licensing policy. You’ll be at the heart of a fast‑paced, cross‑organisational effort to design and implement new licensing powers—with the ambition to launch by Autumn 2026. We’re looking for a dynamic and driven Senior Business Analyst to manage thorough discoveries of new digital products and processes at City Hall. To set the foundations for intuitive, successful and user‑centred designed new licensing system for London.

What your day will look like

• Checking in with teams across City Hall to understand how current licensing‑related processes work, surfacing blockers and opportunities for improvement.
• Partnering with product owners, service managers and developers to scope new features, shape implementation plans and keep user needs at the centre of decisions.
• Translating business needs into clear user stories, acceptance criteria and process maps that give the technical team exactly what they need to build and test.
• Running workshops that question assumptions, encourage user‑centred thinking and help teams re‑design processes for efficiency, simplicity and mobile‑first use.
• Sharing updates, analysis and recommendations openly across teams, contributing to the cross‑government BA community and promoting transparent, evidence‑based digital practice.

Skills, knowledge and experience

To be considered for the role you must meet the following essential criteria:

• Demonstrable business analysis experience within digital user‑facing products.
• Experience working in programmes of digital transformation, embracing user centred design and business change.
• Experience of running workshops and discovery sessions to efficiently and thoroughly prompt thought, challenge existing ways of working and encourage user centred design.
• Thorough experience with writing clear user stories and acceptance criteria, working both with Product Owners and Technical Leads to effectively prioritise work, based on producing the minimum viable product.
• Experience working in a multidisciplinary team, using agile principles and confident promoting these ways of working to others.
• Knowledge and experience of using business analysis tools and techniques to understand and demonstrate process and requirements, such as UML.
• Thorough understanding of government digital services, digital trends, technologies, practices and directions.
• A working knowledge of a range of digital and collaborative tools, including those focused on ticket management, project planning, process mapping and wire framing.
• Experience conducting user research and using remote usability testing platforms is desirable, but not essential.
• Consulting with, listening to and understanding the needs of those our work impacts and using this knowledge to shape what we do and manage others’ expectations.
• Understands diverse stakeholder needs and tailors team deliverables accordingly.
• Is a role model to others, encouraging them to think of Londoners first.
• Manages stakeholder expectations, so they are high but realistic.
• Removes barriers to understanding the needs of diverse stakeholders, including hard to reach groups.
• Focuses own and team’s efforts on delivering a quality and committed service.

Communicating and influencing

… is presenting information and arguments clearly and convincingly so that others see us as credible and articulate, and engage with us. Encourages and supports teams in engaging in transparent and inclusive communication. Influences others and gains buy‑in using compelling, well‑thought‑through arguments. Negotiates effectively to deliver GLA priorities. Synthesises the complex viewpoints of others, recognises where compromise is necessary and brokers agreement. Advocates positively for the GLA both within and outside the organisation.

Strategic thinking

…is using an understanding of the bigger picture to uncover potential challenges and opportunities for the long term and turning these into a compelling vision for action. Translates GLA vision and strategy into practical and tangible plans for own team or delivery partners. Consistently takes account of the wider implications of team’s actions for the GLA. Encourages self and others to think about organisation’s long term potential. Informs strategy development by identifying gaps in current delivery or evidence. Takes account of a wide range of public and partner needs to inform team’s work.

Decision making

… is forming sound, evidence‑based judgements, making choices, assessing risks to delivery, and taking accountability for results. Makes sound decisions quickly on behalf of the GLA when a situation requires intervention. Takes responsibility for team decisions, providing rationale when those decisions are questioned. Involves senior stakeholders early in decisions that impact them. Analyses organisational risks associated with decisions, including those with long term impacts, before committing to action. Encourages others in the team to make decisions in their own area of expertise, take appropriate risks and learn from experience.

Problem solving

… is analysing and interpreting situations from a variety of viewpoints and finding creative, workable and timely solutions. Clarifies ambiguous problems, questioning assumptions to reach a fuller understanding. Actively challenges the status quo to find new ways of doing things, looking for good practice. Seeks and incorporates diverse perspectives to help produce workable strategies to address complex issues. Initiates consultation on opportunities to improve work processes. Supports the organisation to implement innovative suggestions.

Research and analysis

… is gathering intelligence (information, opinion and data) from varied sources, making sense of it, testing its validity and drawing conclusions that can lead to practical benefits. Expands networks to gain new information sources for research and policy development. Identifies and implements methods to ensure intelligence is of a high quality. Encourages others to analyse data from different angles, using multiple perspectives to identify connections and new insights. Tailors research investment in line with likely impact for Londoners and policy priorities. Retains a bigger picture view, ensuring research recommendations are appropriate and practical for the GLA and its stakeholders.

Organisational awareness

… is understanding and being sensitive to organisational dynamics, culture and politics across and beyond the GLA and shaping our approach accordingly. Uses understanding of differences between the GLA and its partners to improve working relationships. Helps others understand the GLA and the compelling environment in which it operates. Translates changing political agendas into tangible actions. Considers the diverse needs of Londoners in formulating GLA objectives. Helps others understand how the media and external perceptions of the GLA influence work.

Benefits

In addition to a good salary package, you will be paid every four weeks, providing frequent salary payments. We also offer an attractive range of benefits including 30 days’ annual leave, interest‑free season ticket loan, interest‑free bicycle loan and a career average pension scheme.

Equal opportunities

We welcome applications from everyone regardless of age, gender, gender identity, gender expression, ethnicity, sexual orientation, faith or disability. We particularly encourage applications from Black, Asian and Minority ethnic candidates and disabled candidates who are currently underrepresented in our workforce.