Business analysis
- Requirements elicitation
- AS-IS / TO-BE
- BPMN
- User stories
- Acceptance criteria
- Process mapping
- UAT
- Stakeholder discovery
Business Systems Analyst | CRM, API Integrations & Automation
Open to international roles · relocation ready · UTC+3Business Systems Analyst with 3+ years of client-facing delivery experience across 37+ CRM, integration, automation and AI projects. I turn ambiguous stakeholder needs into AS-IS / TO-BE process models, BPMN flows, requirements, user stories, integration logic and production-ready systems.
Isty · Nov 2022 — present · remote-friendly · hands-on with n8n / APIs / CRM
My work sits at the intersection of business analysis, systems integration and technical implementation. Across 37+ client projects, I have led discovery, mapped AS-IS / TO-BE processes, structured BPMN flows and user stories, defined acceptance criteria, and stayed involved through implementation, UAT, rollout and adoption.
I'm comfortable being the translation layer between customers, developers and AI specialists: business language on one side, APIs, webhooks, JSON and system states on the other.
Real client implementations from my work at Isty — what was broken, what I built, and what changed for the business.
One of my clients, a flower company, had no call scripts at all. Their managers were handling incoming calls completely randomly, without any structure.
I developed a professional sales and service script for them, integrated it into a voice robot, and set up full automation between the robot and their CRM — including logging call results and automatic follow-ups.
The resulting system standardized the first line of communication, automated CRM follow-ups and surfaced previously unstructured customer demand. One of the insights from those conversations led the client to introduce balloons as an additional product category.
A chaotic first-line process became a structured, automated workflow with consistent conversations, CRM-recorded outcomes and systematic follow-ups.
A company in prenatal education and support for expectant parents came to us because their managers couldn't keep up with incoming leads. Everything was getting stuck, and they assumed the problem was simply low conversion.
I started by reviewing their traffic channels and how they handled them — then went through the process as a real customer. The finding: it took 3 business days from the moment a lead submitted a request until a manager actually called. In their industry, that's far too slow.
We proposed an AI agent for messengers that immediately qualifies the lead and answers questions in real time — literally within a minute.
Managers stopped spending first-line capacity on spam, junk and non-target inquiries and could focus on qualified, higher-intent leads. The overloaded manual response process became an automated qualification layer with a first response measured in minutes rather than business days.
A dental clinic came to us after trying 3–4 CRM contractors over a couple of years. Those vendors made daily operations slightly easier but never thought about marketing, conversions, CRM hygiene or analytics. As a result the CRM had become a messy notebook: to pull anything useful out of it you first had to clean the data — and even then you couldn't really trust it.
I started with an AS-IS review of the clinic's lead, consultation, treatment and analytics processes, then designed the TO-BE CRM model around simpler funnels, fewer required fields and automation-first state transitions.
The project was handed to me with full ownership. The target model deliberately reduced operational complexity: simpler funnels, the minimum required fields and controlled state transitions designed to reduce human error.
The whole system became highly automated. Operators only fill in 3–4 required fields and choose from short lists of 5–6 values. Managers can't move deals through the pipeline manually, can't create duplicates, and can't leave a deal sitting unqualified for an extra day — because if a patient with a toothache isn't contacted within minutes, they're gone.
Marketing channels were set up correctly, analytics were connected, and everything is reconciled with the clinic's medical software: when a visit happens and generates revenue, it shows up both in the sales CRM and in the final analytics.
The result was a CRM where operational data could be trusted for day-to-day work, marketing attribution and downstream analytics instead of requiring manual cleanup before every analysis.
A barbershop franchise came to us with a clear constraint: no budget for a call center — and the quality of typical call centers wasn't good enough anyway. This was before the flower-company project, so I consider it my first major project of this kind.
They had no script and no real understanding of how their incoming calls actually went — or how they should go. So I built everything from scratch: the conversation script, the follow-up documents sent after each call, the consulting logic, answers to slippery questions, and a map of unexpected questions callers could bring up.
The solution has remained in continuous production for four years. The same client later brought us into a similar implementation at his next company, providing a concrete signal that the original deployment delivered enough value to repeat the approach.
University of Management "TISBI", Kazan
Graduation project: design and development of a Hotel Information System.
Foundational certificates