About us
••••••••••••• designs, sources and distributes children's apparel for some of the world's best-known brands, including Nike, Jordan, Converse and Levi's, and sells through major retailers worldwide. We are building an AI Engineering team that brings AI and fast, modern software into how the business works, across product development, sourcing, sales, operations and finance.
The role
People across the business bring us many ideas for new tools and automations. Most arrive labelled "AI" because the idea was worked up in ChatGPT or Copilot. Some are AI projects. Many are ordinary software, a report or a data fix. Some should not be built at all.
You are the person who tells them apart. You talk to the business, watch how the work is really done, and turn a one-paragraph idea into a clear, measured brief, or a well-argued "no". Then you send it to the right team and stay with it: you keep the business and the developers in step, and you check afterwards whether the result delivered what was promised.
This is a business role, not a technical one. You will work with senior leaders in Sales, Sourcing, Product Lifecycle, ERP and Warehouse, and International Sales, and with our AI engineers, fullstack developers and domain development teams.
What you'll do
Own the intake. Every new request gets an owner, a decision and a reply within an agreed time.
Go and see the process. Find out how often it runs, how long it takes, who does it, where it breaks and what happens downstream. The real detail is never in the email.
Measure the starting point. Time per run × frequency × people, error rates and cost, so every project has a baseline to be judged against.
Decide what kind of solution it is, together with the AI Engineering Lead: an AI solution, a quick build, a larger project for a domain development team, a data or reporting fix, or nothing at all. You classify each request in writing; requesters do not label their own.
Write the brief developers build from: scope, acceptance criteria, exceptions, data sources, and who owns the business rule afterwards.
Say "no" and "not yet", with evidence, when a request isn't worth building or the real problem lies somewhere else.
Keep projects moving. Track status and keep the business and the developers talking to each other, whichever team is building.
Close the loop. After launch, measure again against the baseline. Did it save what we expected? If not, should it be retired?
Be visible in the business, so people know where to bring an idea instead of building their own workaround.
What you'll bring
3+ years as a business analyst, process analyst or in a similar role, ideally in IT or digital transformation
A track record of turning vague requests into clear requirements, and of separating what was asked for from what is actually needed
Comfort with numbers: you can build a baseline and a simple business case and defend them
Enough understanding of software, data and AI to judge whether a problem needs AI, ordinary development, a report or a data fix (no coding required)
The confidence to work with VPs and senior managers, including telling them a project isn't worth doing
Experience with Jira and Confluence, or similar tools
Clear writing in English; you will produce short, decision-ready briefs
Nice to have
Experience in apparel, retail, wholesale or consumer products, and familiarity with terms like sell-through, tech packs or EDI
Working SQL, or experience with Power BI or another BI tool
Hands-on use of Claude, ChatGPT or Copilot for analysis and quick mock-ups
Exposure to ERP, PLM or workflow and automation platforms
Experience with process mapping or Lean / Six Sigma methods
Polish language skills (part of our technology team is based in Poland)
Your first year
3 months: Every incoming request has an owner and a written brief. Leadership reviews decisions, not raw ideas.
6 months: Each project going ahead has a baseline and an agreed delivery team. Weak ideas are closed with a recorded reason.
12 months: Post-launch measurement shows what delivered solutions actually returned, and the intake-to-results process runs without prompting.
Why join
You will be one of the first hires in a new team, owning request intake and helping establish how projects are assessed and tracked.
Recruitment:
Introductory meeting (main) – one hour – teleconference with the Head of the IT Department, conducted in Polish. A short switch to English will be used to verify communication skills. During this meeting, we also discuss technical scope, responsibilities, and expectations on both sides.
Second meeting (approximately one week after the first conversation, unless agreed otherwise) – in case of mutual interest, we finalize technical details and employment terms.
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