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In a world where the speed of change is dictated by technology, it is business analysts who become the very “invisible architects” of progress. In their hands are structural solutions, change management, work with big data, and the ability to understand the non-obvious. But there are those who break a breach in the wall of inertia and build the digital tomorrow today. Nataliia Stashevska is one of those rare figures in the industry: an extraordinary specialist at the intersection of FinTech, cybersecurity, and public sector information systems, whose path — from a school competition to working with international state structures and transnational corporations — speaks for itself.
She is not just a guru of business analysis, but also a leader of digital transformation, capable of performing a deep “deep dive” into any industry, turning strategy into action, and building a bridge between complex systems and business goals. Today, Nataliia works with the largest players in the USA, Europe, and the United Kingdom. Her portfolio includes projects where not only money, but also national security is at stake.
Nataliia, you’ve been in business analysis for over 15 years, especially in strategic digital transformation projects. What was the starting point of your path into such a complex and, in essence, strategic profession?
— Actually, it all started back in school. I won an advertising contest precisely thanks to an analytical approach — not creativity, but logic and the ability to see structure where others saw chaos. Already in the 11th grade, I received my first job offer. Back then, the position of “business analyst” didn’t yet exist, but I was essentially performing its functions. From 2000 to 2003, I worked with the largest agencies in Odessa, including international ones. And at 19, I was invited by a tobacco company.
There I analyzed clients by categories: sales volumes by brands, market share, and our indicators compared to competitors. The information was sensitive — not everyone shared it due to tax risks. So I developed my own formula accounting for error margins, and only my analysis matched the actual distributor data. This tool turned out to be so accurate that I redid reports for all colleagues, and it covered the entire region. That was when I realized that analysis is my element, my air.
— You’ve worked with both the private sector and government structures, including in Europe. Tell us about your experience in Germany — you basically initiated digital changes?
— In 2022, I ended up in Germany with my company. Volunteering in government bodies showed me how weak digitalization is, even in a strong economy. I worked with documents of Ukrainian refugees, with the ID system, which in Ukraine was already one of the most advanced. At first, no one believed — they said Germany would never get rid of entrenched bureaucracy and become a digital country. And six months later, Germany began developing its own electronic identification. My company had already signed a contract with the UK for digitizing public services. This proves: sometimes you just need to be one step ahead and not be afraid to start — even if you're just a volunteer.
— What methods and approaches do you use for market analysis? Is it always numbers, or is there room for intuition?
— Intuition comes with experience — that’s true. But I always work with data: open sources, verified government statistics, logic. For example, in a real estate company, I built a customer profile by analyzing not just income, but also psychology — for instance, who is not afraid to buy during a crisis. I repositioned the product, and this gave +30% in margin. That’s not just analysis — it’s a reconstruction of the business model.
— Which projects do you consider the strongest in your career? Is there one that is especially important to you personally?
— SoftServe, without a doubt, was a turning point. I led two projects. One of them was a cyber platform, the second — migration from on-prem to cloud. We moved the data before the war started, ensuring integrity — it was a huge responsibility, especially with data from clients in Europe and the US. And I also automated internal IT services, speeding up the process several times over. I like that I can be useful at the intersection of business, law, and IT. That’s my element.
— What role do you play on a team: strategist, executor, coordinator? And where do you reveal yourself as a leader?
— I usually work with business owners and top management. I’m not afraid of big bosses — I have 20 years of experience. Sometimes I have to openly discuss risks and vulnerabilities, especially if I see that a project could lose money. For example, there was a case: they didn’t give me the pricing data, I couldn’t calculate the economics, and in the end, the project didn’t turn a profit. That case became an important professional lesson for me. Now, I prefer to be present at every stage, personally.
— Where is the line between honesty and confrontation? After all, you work with people — sometimes very influential ones.
— I don’t seek confrontation, but I try to be as honest and constructive as possible. That saves money. Not for praise, but for results. If you stay silent — the business loses. If you speak up — it may cause resistance, but you save the project.
— You have multilayered expertise: FinTech, cybersecurity, public services. How do you manage to be so flexible and deep in several directions at once?
— That’s exactly what gives me a thrill. A real business analyst is not just an analyst. It’s a specialist who understands the domain, is proficient in the technical part, and can quickly dive into a new industry. I combine legal education, business intuition, and technological training. Right now, I work both with policy systems and cybersecurity requirements. I truly enjoy it.
— What distinguishes a real analyst from just a good specialist?
— The ability to foresee. Intuition, experience, and critical thinking allow you to dissect the market layer by layer, to see needs that haven’t yet turned into demand.
— What would you advise to those who are just entering the digital transformation industry? Where should they start?
Listen to yourself. If you enjoy breaking down complexity, seeing connections where others see noise — then you're on the right path. And then... learn, try, speak clearly and honestly, and be ready — not for every project, but for all the consequences.
