Gathered and analyzed business requirements to translate into actionable features and user stories aligned with data governance standards.

Situation. Requirements tended to arrive as conversations — someone wanted something, roughly, and it fell to the developers to guess at the edges. Guessing means rework, and rework is about the most expensive way there is to build anything.

Task. The role sat between the business and the engineering, translating one into the other: turning loose needs into work a developer could pick up without guessing, and keeping it lined up with the data‑governance standards along the way.

Action. The requirements got worked out with the stakeholders directly, with the awkward questions asked early instead of discovered late, then written up as features and user stories that actually said what “done” meant. Each one was checked against the governance rules, because a feature that’s useful but mishandles data isn’t really finished. The whole aim was that someone could read a story and build the right thing the first time.

Result. Development ran off clear, agreed features instead of half‑understood asks. Ambiguity fell, and rework fell with it, and the delivery stayed pointed at the actual business goals — inside the data‑governance lines rather than tidied up to fit them afterward.