We need a senior, payments-literate Business Analyst who can take raw business ideas for our client's payments platform and turn them into analyzed, sized, development-ready work — so the bank's senior engineers can go back to engineering.
Role snapshot Title: Senior Business Analyst, Payments / API Platform
Product: an API-driven B2B payments platform with a few UIs.
Engagement: Unosquare consultant embedded with the client's agile delivery teams.
Location: Nearshore remote (assumed: Mexico / LatAm), working US Eastern hours.
Seniority: Senior, with 5+ years as a BA. Banking or payments experience is required.
Language: Fluent business English. The role is stakeholder-facing all day.
Headcount: 1 to start. The client mentioned possibly needing "a good analyst or two."
Why the role exists Client has never had a BA function; a handful of senior engineers do the analysis, design, pre-sales, support and coding themselves, and that has become the bottleneck.
Vague work reaches the teams. The platform was built by a few highly experienced consultant engineers who could take a one-sentence ask and run with it. Newer engineers can't, so they've been limited to UI work and bug fixes.
No intake or prioritization process. There's no PMO, so "anybody can ask for anything at any given time." Leadership is building a list of every ask and everything in flight, but items are a mix of features, epics and stories with no consistent definition.
Current behavior isn't documented. Feature calls get derailed "for the 100th time" rediscovering how things work today, such as roughly 25 permission levers across primary admins, admins and users with entitlements by payment rail. A QA tester is the de facto expert because she had to reverse-engineer it.
The client model has outgrown the product. Client platform now serves bank clients, vendors, third-party platforms and internal departments (internal teams are onboarded as if they were external clients). Requirements need someone who can say who is on the other end of each API, what they're doing with it, and how they authenticate.
The product isn't defined well enough to sell. Sales pulls engineers into calls, and prospects misunderstand what the APIs do. One assumed they could send money from any bank to any bank. API docs say what an endpoint does, not who it serves or why.
Sizing and capacity are guesswork. Story sizing is weak, so the team can't speak credibly to capacity or delivery dates.
Audit exposure. Architecture diagrams (Lucid) and the platform wiki need to stay current as vendors and features are added, because the platform is subject to audit.
The client also wants to know how AI tooling can make an analyst more productive. This will be weighed against headcount.
Key responsibilities The BA owns the space between the business's idea and the development team's sprint. Solution architecture stays with the bank's engineers.
Intake and prioritization




Triage incoming requests and classify them consistently as initiative, epic, story, task, spike or defect.
Run a lightweight preliminary assessment for each opportunity: client type, fit with the current product, t-shirt size, disruption, and the inputs leadership needs for revenue and risk decisions.
Facilitate prioritization with stakeholders and push back when everything is labeled urgent, using team capacity as the anchor.
Maintain the product roadmap and flag delivery risks, dependencies and blockers early.
Requirements and backlog
Elicit requirements and write business requirements documents (BRDs) that stakeholders formally sign off.
Break approved work into well-formed epics and user stories with acceptance criteria, permission and entitlement variations, and edge cases.
Own the definition of ready. Run the pre-refinement review with the product owner, tech lead and QA lead so stories reach the team close to ready.
Work with the tech lead or architect to sequence work and identify integration impacts on connected systems.
Product and platform documentation
Reverse-engineer and document how client platform works today, starting with roles, admin types, entitlements and payment-rail permissions.
Define the client and consumer model: bank clients, vendors, third-party platforms and internal departments, and how each is onboarded and authenticated.
Write product-level API descriptions covering what each API does, who it's for and why it's useful to third parties, so sales and relationship managers can position client platform correctly.
Keep the platform wiki and high-level architecture diagrams (Lucid) up to date for audit when vendors, integrations or features change.
Agile delivery and reporting
Support sprint ceremonies, sprint goals, demos and sprint reports.
Improve estimation and track velocity, throughput and cycle time so the team can report capacity with data.
Build backlog and delivery dashboards in the team's work-management tool.
Use AI tools to speed up requirements drafting, documentation and analysis, and report the productivity gains.
Must-have qualifications 5+ years as a Business Analyst. Has been embedded in agile Scrum teams and owned the backlog from intake to ready. Why it matters: the bank has no BA function today, so this person sets the pattern.
Banking or payments domain experience. Knows ACH, wires, RTP/FedNow, card or treasury management, and understands what a payment rail is. Why it matters:



the bank wants someone who can tell whether a requested feature is actually feasible.
Experience with API-first products. Has written requirements for REST APIs used by external clients or partners, and can read Swagger/OpenAPI and Postman. Why it matters: client platform is mostly APIs.
Roles, permissions and entitlements. Has documented permission models with multiple admin and user levels, preferably in commercial or business banking portals. Why it matters: this is the biggest documentation gap today.
Reverse-engineering existing systems. Has documented a live system with little or no documentation by testing it, reading logs and data, and interviewing people. Why it matters: the client's own words were "It's hard to do requirements if you don't know how it currently works."
Formal BA artifacts. Writes BRDs that stakeholders sign off, user stories with acceptance criteria, process flows, and a definition of ready. Why it matters: the client wants artifacts that "capture the decisions made."
Prioritization and stakeholder pushback. Has run intake, stack-ranking or roadmap sessions and said no to senior stakeholders using data. Why it matters: there is no PMO, and everything arrives as urgent.
Estimation and agile metrics. Has helped teams improve sizing and has reported velocity, throughput and cycle time. Why it matters: the team can't defend its capacity today.
Jira and Confluence, or equivalent. Keeps the backlog clean, builds dashboards and writes wiki pages. Why it matters: the client's vigente tools still need to be confirmed.
Fluent business English. Comfortable leading calls with US bank product owners, engineers, sales and executives. Why it matters: the role is client-facing every day.
Nice-to-have qualifications Embedded payments, BaaS or fintech partner banks: for example Cross River, Column, Evolve, Lead Bank, Treasury Prime, Unit or Synctera. The original client platform engineers came from this world, and the vocabulary is the same.
Commercial banking or treasury platforms: B2B payments, instant settlement, or tokenized-deposit and blockchain-based payment networks.
Identity and access: client onboarding, API keys or key rotation, OAuth, or Auth0 (the bank is working on an Auth0 project now).
Integration platforms: MuleSoft or similar middleware, and onboarding vendors or third-party platforms.
Lightweight business cases: t-shirt sizing, cost/benefit, simple revenue and risk framing for a portfolio or steering review.
Audit and regulatory documentation: has kept system documentation audit-ready at a regulated bank.
Applied AI for BA work: concrete examples of using Copilot, ChatGPT/Claude, Jira AI, or similar to draft stories, summarize calls or generate documentation, with measurable time saved.
Certifications: CBAP/CCBA, PMI-PBA, or Scrum PO/PSPO. Nice to have; experience matters more.
Previous Unosquare banking accounts : fast ramp-up and a known working style.

#J-18808-Ljbffr

📌 9097 - Business Analyst Product Administration (Colón)
🏢 Unosquare
📍 Colón