At Growth Hub, we build embedded operational capability for financial services firms.

We remove the operational drag that sits around deals and internal workflows, so operators can focus on high value work.

That includes:

Deal Operations
CRM hygiene, pipeline maintenance, targeting, and deal tracking. Owned, predictable, and run properly.

Research & Intelligence
Structured, factual research that supports decisions without interpretation or noise.

Business Operations Support
Internal operational workflows. Admin, registers, HR and TA operations, vendor data, policy tracking.

Everything is designed upfront, documented through SOPs, QA’d, and rolled out on a clear 30 / 60 / 90 day plan. This behaves like an internal function, not an outsourced task list.

What we do not do is deliberate.
No advice. No insight. No lead generation. No ad hoc support.

We run defined workflows end to end, and we do them well.

Build leverage. Reduce operational drag.

Dan Vanrenen

If you have come across Growth Hub through my posts or conversations, this is the clearest way to understand what we actually do:

We work exclusively with financial services firms.

Growth Hub installs embedded operational capabilities that remove operational drag from deal teams and operators, so they can focus on high value work.

We do this through three clearly defined capabilities.

1. Deal Operations
- CRM hygiene
- pipeline maintenance
- targeting and account lists
- deal trackers and coverage workflows

2. Research & Intelligence
- structured, factual company and sector research
- market and competitor mapping
- transaction data and news monitoring
  (always factual, never interpretive)

3. Business Operations Support
- internal operational workflows and registers
- HR, TA, and people operations admin
- policy, compliance, and vendor data management
- onboarding and offboarding workflows
- document control and internal trackers

Most teams start with Deal Operations.
Once execution is clean, they add Research & Intelligence.
When internal admin drag becomes obvious, they add Business Operations Support.

Everything runs on SOPs, QA, and a clear 30 / 60 / 90 day rollout, so this behaves like a real internal capability, not a collection of tasks.

For clarity, what we do not do:
- lead generation or outreach
- insight, analysis, or advice
- ad hoc “help with whatever” work
- providing individuals rather than a capability

If you are in financial services and spending too much time managing operational noise instead of doing the work that actually moves the needle, this is probably relevant.

Founder & CEO of Growth Hub | Embedded operational capability for financial services firms

Why most teams feel busy but not effective:

If everyone is busy, but nothing feels stable,
you don’t have a capacity problem.

You have an ownership problem.

When no one clearly owns:
- CRM hygiene
- deal tracking
- research inputs
- internal admin

Work floats.
Quality drifts.
People redo the same tasks.
And senior operators end up back in the weeds.

This isn’t a performance issue.
It’s an operating model issue.

Why most “research support” creates more noise, not clarity:

Most teams don’t have a research problem.
They have a decision bottleneck.

What usually happens:
- research is ad hoc
- context lives in inboxes
- facts are mixed with opinions
- people redraw the same work every time

The issue isn’t depth.
It’s structure.

Good research support is:
- factual
- repeatable
- clearly scoped
- delivered in the same format, every time

Clarity beats cleverness.
Especially under time pressure.

The difference between help and leverage:

Help feels good in the moment.
Leverage holds up over time.

Help is:
- someone jumping in
- context living in their head
- progress tied to availability

Leverage is:
- defined workflows
- repeatable outputs
- work that runs without supervision

If your progress depends on who’s online, you’re getting help.
Not leverage.

Most teams come to us saying they want better data.

What they usually need is:
- clearer ownership
- fewer judgment calls
- repeatable workflows
- someone whose job it is to keep things moving

Tools do not create that.
Capabilities do.

This is usually where teams start with us.

When we talk about Deal Operations, this is what we mean.

Not strategy.
Not outreach.
Not analysis.

Just clean execution.

1. CRM hygiene that actually stays clean
2. pipelines updated as a habit, not a scramble
3. targeting lists that are usable, not theoretical
4. trackers that reflect reality

Run properly, this removes hours of low value work from deal teams every week.

Most teams feel the impact within the first 30 days.

Why saying no is part of good operations:

Good operators say no more than they say yes.

Not because they’re difficult.
Because they protect quality.

If everything is in scope:
- nothing is owned properly
- standards slip
- trust erodes

Clear boundaries aren’t restrictive.
They’re how you scale without chaos.

A simple test for deal teams:

If you stopped updating your CRM for two weeks:
- would anyone notice?
- would anything break?
- would decisions change?

If the answer is no, the system is not embedded.
It is optional.

Optional systems always lose to urgent work.

The hidden cost of “we’ll fix it later”
Most operational issues don’t come from big mistakes.

They come from small deferrals.

“We’ll clean that up later.”
“We’ll document it once this deal is done.”
“We’ll tighten the process when things slow down.”

They never do.

Deferred ops work doesn’t disappear.
It compounds.

And by the time it becomes visible, it’s no longer a quick fix.

Most deal teams do not have a CRM problem.

They have an ownership problem.

No one owns:
- hygiene
- consistency
- follow-through
- keeping it current

So the CRM slowly decays.
Pipeline confidence drops.
People stop trusting the data.

And eventually everyone works around it instead.

That is not a tool issue.
It is an operational gap.

Why scaling execution feels harder than scaling revenue:

Revenue scales in jumps.
Execution scales in layers.

Most firms focus on the first and ignore the second.

New deals come in.
New clients, regions, strategies.
But the underlying workflows stay the same.

Eventually the same processes are doing twice the work, under more pressure, with more edge cases.

That’s when execution starts to creak.

Because what got you this far is now becoming a bottleneck.

A quick line we draw early with clients.

We do not “help out” with deals.

We install a Deal Operations capability that:
- owns defined workflows
- runs on SOPs
- is QA checked
- has a clear 30 / 60 / 90 day maturity path

That structure is what makes the work reliable.

Flexibility feels helpful.
Structure is what actually scales.

Why most ops fixes don’t stick:

A lot of operational “fixes” fail for one simple reason.

They’re treated as projects.

A clean-up.
A one-off redesign.
A burst of attention.

Then everyone goes back to normal work.

Operations don’t fail from neglect.
They fail from ambiguity.

Here’s a useful question for any growing firm:

“What work do we keep rediscovering how to do?”

If the answer includes:
- how we prep for deals
- how we track progress
- how we gather information
- how we hand things over

That’s not complexity.
That’s missing structure.

Good operations don’t remove work.
They remove rediscovery.

The misunderstanding that kills most ops conversations...

The biggest misunderstanding we see is this:

“We need help with workflows.”

What they usually mean is:
“We want someone flexible who can just pick things up.”

Which sounds reasonable.
But it’s also where quality dies.

Good operations are not flexible.
They are designed.

Clear ownership.
Clear scope.
Clear outputs.
Clear 30/60/90 expectations.

If you can’t explain what should exist after 90 days,
you don’t have a workflow.

You have good intentions.

The quiet test of a healthy ops function

Here’s a simple test:
If someone is away for two weeks,
what breaks?

If the answer is:
“we’d struggle”
“they hold a lot of context”
“we’d need to wait for them”

That’s not a people issue.
That’s a design issue.

Strong operations survive holidays,
promotions,
and exits.

That’s the bar.

Benchmark International

Benchmark International is a leading M&A advisory firm specializing in sell-side transactions for lower-middle-market companies. With a global presence and a proven track record.

• Collaborated closely with business owners to prepare their companies for market, ensuring maximum valuation by identifying key growth drivers and presenting compelling narratives.
• Built lasting relationships by providing transparent communication, comprehensive market insights, and tailored advisory services throughout the deal origination transaction lifecycle.
• Played an integral role in strengthening Benchmark International’s position as a premier M&A advisory firm by driving successful outcomes in complex cross-border and domestic transactions.
• Led high-stakes negotiations, securing favorable terms and ensuring alignment with sellers’ objectives.

In this role, I applied my extensive international investment banking expertise, combining analytical precision, strategic vision, and exceptional relationship management to consistently achieve outstanding client outcomes. Drawing on my experience of living and building IBD solutions the US, EMEA, and APAC—encompassing over 28 cities in 10 countries across four continents.

Senior Director

nSource

nSource is a leading consulting firm specializing in Business Process Management and Marketing Solutions.

• Crafted strategic plans tailored to clients' long-term objectives, enhancing competitive positioning and boosting revenue.
• Led deployment of AI-driven insights and data analytics, aligning technology investments with business goals.
• Streamlined business operations to achieve significant productivity gains and cost reductions.

Senior Vice President North America 

AgileOne

AgileOne is a leading workforce solutions provider, specializing in delivering comprehensive talent acquisition and management solutions through cutting-edge technology and consulting services. 

• Spearheaded executive talent acquisition and development programs to drive a greenfield APAC market expansion.
• Re-engineered workforce and procurement management systems for enhanced operational efficiency.
• Delivered significant cost savings and risk mitigation, setting new industry benchmarks in vendor management.

Head of Asia Pacific

Williams Lea

• Established and Scaled Williams Lea APAC: Founded and led the launch of Williams Lea’s APAC division, driving executive management, sales, and marketing strategy to expand the business from the ground up across Japan, Taiwan, China, Hong Kong, Singapore, Australia, and New Zealand within a decade.
• Built a High-Performing Workforce: Scaled the organization from inception to over 1,000 employees across 28 cities, fostering a strong operational infrastructure and talent strategy.
• Delivered Exceptional Market Growth: Spearheaded APAC’s market entry and investment strategy, achieving a growth trajectory from zero to USD $200M in annual revenue.
• Global Leadership and Governance: Served as a Global Board Member, reporting directly to the Group CEO, influencing enterprise-wide strategy, governance, and growth initiatives.
• Led Strategic Acquisition Initiatives: Played a pivotal role in representing the APAC business during its successful acquisition by Deutsche Post DHL, enhancing the company’s global footprint and capabilities.

CEO Asia Pacific 

As the Chief Operating Officer (COO) for the Asia Pacific region at Williams Lea, I played a critical role in driving regional expansion and spearheading growth across a diverse portfolio of business operations. My leadership was centered on creating forward-thinking strategies that enabled the company to anticipate and respond to evolving market trends, ensuring the delivery of cutting-edge corporate information solutions.

• Led critical departments such as HR, finance, marketing, and production for smooth operations.
• Improved cross-functional processes, increasing overall productivity by 15%.
• Built strong client and vendor relationships, increasing client retention by 20% and reducing vendor costs by 10%.
• Identified growth opportunities, launching two new product lines that boosted revenue by 25%.
• Created a high-performance team culture, improving efficiency by 30% and achieving a 95% on-time project delivery rate.
• Contributed to regional growth and operational efficiency at Williams Lea in the Asia Pacific market.

Under my strategic leadership and operational expertise significantly contributed to the regional growth and operational efficiency of Williams Lea in the Asia Pacific market, positioning the company for long-term success in a competitive industry.

COO, Asia Pacific - Williams Lea

As the Regional Director for the Asia Pacific region, I was tasked with the formidable challenge of establishing and growing a business from the ground up. 

• Led the launch and exponential growth of the Asia Pacific business, scaling it from inception to $200 million in revenue, with a strong emphasis on organic growth.
• Established and fortified partnerships and operational frameworks across critical markets, including Japan, Korea, Taiwan, China, Hong Kong, Singapore, Australia, and New Zealand.
• Directed regional grew from Nil... operations across 22 cities, in eight countries effectively managing a diverse team of over 1,000 employees, contributing to sustained expansion and market penetration.
• Implemented strategic business initiatives that enhanced operational efficiency, increased market share, and maintained competitive advantage in dynamic environments.
• Recruited and developed functional and operational executive teams, focusing on unique pan-Asia Pacific propositions.
• Pioneered the creation of vertical markets through organic growth, driving innovation and adaptability in emerging markets.
• Successfully secured and executed groundbreaking, single-source Asia Pacific contracts with major financial firms, including Bank of America Merrill Lynch (BoAML), Barclays Capital, Deutsche Bank, Goldman Sachs, Morgan Stanley, Nomura, and UBS.

Regional Managing Director, Asia Pacific

Bowne Global Solutions

Based in London and seconded by Williams Lea, I was pivotal in steering the company's global expansion and operational excellence, which was dedicated to the worldwide investment banking division sector.  I was responsible for driving global sales, particularly on investment banking clients. My approach centered around building and nurturing long-term client relationships, resulting in sustained business growth and client retention.

• Significantly contributed to the company’s expansion in key global markets, reinforcing Williams Lea’s position as a leader in the industry.
• Developed strategies that effectively navigated the challenges of operating in strictly regulated industries, earning the trust and loyalty of a diverse clientele.

Director International Operations - Investment Banking Sector 

Morgan Stanley

As the Director of Client Services at RRD (R.R. Donnelley & Sons Company), I was pivotal in enhancing our position as a global leader in multichannel marketing and business communications solutions based solely on enhancing Morgan Stanley's global best practices. 

Our digital solutions span a wide spectrum, from website design and development to digital marketing, email marketing, and social media management. Similarly, our print solutions cover a diverse range, including commercial printing, direct mail, packaging, labels, and forms. This comprehensive approach ensures that we can cater to all our clients' needs.

My tenure at RRD has been marked by notable achievements. I was responsible for establishing and managing client service centers in New York, Hong Kong, and Singapore for Morgan Stanley. This role required not only meticulous project planning and implementation but also managing turnaround, ensuring top-notch service delivery, and developing budgets with full profit and loss accountability. Leading a team of 200 full-time employees, I successfully drove initiatives that saved the firm over 5 million dollars through strategic reengineering of processes, people, and technology, demonstrating our commitment to delivering value to our clients.

Key highlights of my career at RRD include:
• Managed client services and oversaw centers in key global financial hubs.
•  Implementing process optimizations that led to significant cost savings.
•  Led the head office relocation and established new service management centers in Asia.

Director Operations Morgan Stanley

Derek Banker is a distinguished business leader and innovator with a remarkable career spanning strategic acquisitions, business development, and management consulting. With a keen ability to develop and implement dynamic enterprise strategies, he excels in aligning human capital with business goals to drive sustainable organizational growth.

Derek's career is marked by his expertise in leading teams and managing complex change initiatives, particularly in highly regulated environments. His strategic planning and execution skills have consistently improved financial performance for the organizations he has worked for.

Derek has demonstrated a unique talent for driving cost efficiencies and value innovation throughout his career. His international experience, having lived and worked in North America, EMEA, and the Asia Pacific regions, brings a global perspective to his work, enabling him to navigate diverse business landscapes easily.

One of Derek's most significant career achievements is building a $200M turnover Business Process Services (BPS) enterprise, demonstrating his expertise in scaling operations, optimizing workflows, and driving digital transformation. His leadership extends beyond traditional outsourcing, as he has been instrumental in strategic business transformation, Intelligent Process Automation (IPA), and Managed Services, reinforcing his reputation as a visionary leader adept at integrating technology, process innovation, and operational excellence to deliver measurable business impact.

Derek was instrumental in enhancing Benchmark International’s standing as a leading global M&A firm. He spearheaded complex cross-border and domestic transactions, skillfully navigating high-stakes negotiations to secure favorable terms while aligning with sellers' objectives. His strategic leadership reinforced the firm's reputation for excellence and successful origination deal execution.

Derek's approach to business combines the perfect blend of people, processes, and technology to meet his clients' unique needs. His ability to align human resources with business goals ensures that organizations can achieve their full potential. He is dedicated to fostering a collaborative work environment where effective communication and teamwork thrive.

With a commitment to excellence and a passion for innovation, Derek Banker remains a driving force in the business world, continually pushing the boundaries of what is possible and helping organizations navigate the complexities of today's dynamic market.

E - derek.banker@gmail.com | M - 775.430.8394

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