Growth Hub

Founder & CEO

Quantanite

Sold out of Quantanite having scaled from $1m AAR to $20m ARR within 5 years. Closing multiple deals from 10-350 seats.

Chief Commercial Officer & Shareholder

Founder (Growthonics)

CAKE Technologies

•	Planned and executed the overall sales and business development strategy from the ground up.
•	Built a team to take signed partners from just 14 to over 280 including Corbin and King, Ricker Restaurants, Soho House Group, Toms Kitchen, Salt Yard Group, M Resturants, Obica, Noble Inns and the Zetter Group.

Sales Director

Rocket Internet SE

Managing Director, Sales

Pheonix Global Management

Director Business Development

Walton Asset Management 

Sage

Formally Alchemex (Bought by Sage in 2011).

Business Development

Waltech PLC

Business Development & Shareholder

In deal origination, speed wins—but most firms are still slowed down by messy data, manual processes, and missed signals.

I help deal teams cut through the noise with automation, AI, and real-time insights—so they can focus on what really matters: closing better deals, faster.

As CEO and Founder of Growth Hub, I work with private equity, venture capital, and M&A teams to transform their data from a liability into an advantage. We make sure your CRM is an asset, your pipeline is enriched, and your team is always ahead of the curve.

If your deal flow feels like guesswork instead of a well-oiled machine, let’s talk.

🚀 Data-driven. AI-powered. Deal-focused.

Dan Vanrenen

We got a kitten.

His name is Gus.

He was a birthday present for our youngest, who just turned 8.

And my immediate reaction was:
WTAF are we doing?!

We already have two kids.
Two dogs.
And my wife and I work full-time, together, from home.
Same business. Same office.
Same general chaos.

So yeah…adding a kitten maybe wasn’t the most logical move.

But here we are.

This week Gus has discovered the keyboard.
Rollo (our 8-month-old lab) still face bombs team calls.
Bingo (our 7 year old cockapoo) insists on barking when I'm trying to have a serious call. 
And our house is now essentially a co-working space with fur.

Sometimes I wonder if it’s a bit much to share online.
That we work from our home office.
That we work as a couple.
That I don’t have a slick office in the city and can’t remember the last time I wore a tie for work. 

I worry it might look… small.
Like we’re not “serious” enough for financial services.

But this is our reality.
And the more I think about it the more I think that people actually LIKE working with us because we aren’t particularly ‘corporate’. 

We don’t have lots of middle management (none, in fact). 
If there’s a problem our clients get to speak to Katherine or me. 
We know our clients' workflows inside out. 
There’s no ‘let me push this up the ladder and see if we can accommodate’.  

Just two people at the coal face, supported by the best team in the business, and surrounded by pets. 

It’s busy.
It’s slightly feral.
But it works.

Maximise the impact of fee earning staff with our global capability data, research and operational support teams | Founder & CEO of Growth Hub

AI isn’t coming for your job.

It’s coming for your outdated process. 👀

Too many deal origination teams won’t adopt AI. 
I know this because I’ve spoken to quite a few of them. 

And it’s not because the tools aren’t there (we use them daily). 
And it’s not because they don’t know how to implement it (we do it for them). 

It’s because their culture resists it. 🧱

And I get it, because change = putting your neck on the line. And financial services are notoriously cut-throat. 

But here’s the thing:
AI doesn’t threaten good operators.
It threatens the fragile workflows that have been duct-taped together for years.

And let’s be honest…a lot of firms still rely on expensive talent doing labour intensive workarounds instead of fixing the engine. 🧯

Meanwhile, we’re watching leaner firms eat their lunch. 🍽️

They’re embedding AI into research.
Letting global support teams automate prep.
Removing 60–70% of the admin grind. ⚙️

They’re scaling output without scaling headcount, and moving faster because of it. 🚀

The truth is:
AI and smart ops don’t replace good people (unless you’re Amazon). 
They replace the parts of the job that no one should still be doing. 🧠

And the longer teams cling to "how we’ve always done it,"
the more painful 2026 is going to be. ⏳

Amazon is cutting 30,000 corporate roles and AI is driving the change.

But this isn’t a playbook for everyone else.

Leadership has been direct: AI and automation are enabling "layer removal" and structural redesign at scale.

In short,  when you're Amazon, AI isn't just a productivity tool. It's an org design tool.

But that only works when you have:
✅ Fully digitised processes
✅ High internal data quality
✅ Budget for trial and error
✅ Time to absorb disruption

And that’s simply not the reality for most firms.

In mid-sized and specialist businesses, process is messier, domain knowledge is distributed, and there’s less room to get it wrong.
Which is why AI adoption looks very different at that scale.

The goal isn’t to replace headcount.
It’s to build operational leverage.
To free up bandwidth, not eliminate it.

For most firms, sustainable efficiency will come from:
🔹 Smarter workflows
🔹 Cleaner data foundations
🔹 Human-in-the-loop automation
🔹 Purposeful use of tools like Clay, ChatGPT, and Perplexity

The short version?
AI doesn’t need to be disruptive to be powerful.
And transformation doesn’t require an axe.

The real opportunity isn’t cost-cutting.
It’s capability-building💡.

They’re not support teams. They’re not back office.

They’re capability teams...

If you're still lumping global talent into the “support” bucket, you're missing the point (and the leverage).

The best firms don’t outsource for cost.
They embed teams to unlock capacity, precision, and pace.

And these capability teams? They’re doing real, high-value work:
- Fixing broken pitchbook exports before they go client-side
- Tracking succession signals before your MD even asks
- Unblocking reporting bottlenecks without being told
- Building AI workflows that cut 10+ hours of admin a week
- Cleaning CRM data that’s been quietly rotting for months

Not reactive.
Not low-skill.
Not disposable.

These are embedded specialists solving problems the core team doesn’t have the time (or headspace) to fix.

If you're still calling that "support," you're already behind.

The smartest firms now treat capability like infrastructure:
Essential. Flexible. Strategic.

Because leverage doesn’t come from bloated org charts.
It comes from embedding execution capacity where the work actually happens.

Deal Operations.

Here’s how to run it like a pro:

Last week I shared that in the run-up to Christmas, I’ll be posting a few things we’ve seen work inside high-growth firms.

Here’s what we’re seeing most often (and what actually works):

🧩 Week 1: Deal Operations
CRM, pipeline tracking, reporting, and the invisible workflow debt that kills velocity.

1. The CRM isn’t broken. But it’s not helping.
Everyone uses it. No one fully trusts it.
Tagging is messy. Pipeline stages unclear.
Last touchpoint? Two months ago.

✅ What works:
One owner per list.
Daily updates.
Fields that mirror how teams actually talk about deals.

2. Reporting is still too manual
It takes four exports, a formatting marathon, and two “just checking” emails.
By the time the update lands, the numbers have changed.

✅ What works:
Build export-ready formats once.
Use live data and light automation.
Push updates on a regular cadence, not just when asked.

3. Small blockers add up
No clear owner.
No version control.
No one knows if the CRM is up to date.
That low-grade drag stalls everything.

✅ What works:
Tidy workflows.
Fast feedback loops.
Embedded support that keeps things moving.

(Sidenote: I know December isn’t the easiest time to reflect…It’s busy. Everyone’s trying to close strong. Sometimes ‘surviving, not thriving’ is as good as it’s going to get.

But if it’s feeling a bit chaotic, it might be worth clocking the drag now so you can think on how to go into 2026 with a slightly more chill approach…).

________

👇 What’s one deal ops habit you’d love to clean up in 2026?

When was the last time you tested your carbon monoxide detector?

You know you should. Once a year.

Get the stool, climb up, press the button, maybe swap a battery.
Doesn’t take long.
But most people forget. (Sometimes even if it’s doing that little beep every now and again). 

That’s what background ops work looks like.

We see it all the time:
- Slides that look good because someone reworked them at 11pm.
- Clean data because someone flagged the mess no one else noticed.
- Clients impressed because the ops team quietly fixed the chaos before the meeting.

It’s not flashy.
It’s not “strategic.”
But it’s work that fights fires. 

This year alone, our teams have:
👉 Rebuilt CRMs full of bad data no one had time to clean
👉 Rescued reporting pipelines that should’ve broken weeks earlier
👉 Flagged risks in decks that could’ve tanked client trust

None of these made the quarterly review.
No one gave out bonuses for “saved the partner from embarrassment.”
But it is the work that stops the house from burning down.🔥

If you’re leading ops, here are 5 things worth checking this week:
✅ Is your reporting backlog quietly building up? That’s a pressure valve waiting to blow.
✅ When was your CRM last properly cleaned? Dirty data slows everything down.
✅ Are late-night fire drills becoming routine? That’s operational debt, not hustle.
✅ Are tasks piling up with no clear owner? That’s where accountability erodes.
✅ And yes, check your carbon monoxide alarm. 🔋

Because like the carbon monoxide alarm, when background systems fail, it’s already too late.

Q4 doesn’t kill you with chaos.

It kills you with 2-hour delays, missed updates, and “just one more” review cycles.

By the time December hits, most teams are too busy doing to realise they’re leaking momentum.

And it’s not the big stuff.
It’s the quiet killers…

➡️ Work that’s almost finished.
➡️ Tasks with no clear owner.
➡️ Deadlines that silently shift.

We pulled together a detailed Q4 survival guide based on what we’ve seen inside dozens firms:

The workflow tweaks that stop slippage before it compounds.

✅ Where final mile work gets stuck
✅ How to triage your pipeline
✅ Why “invisible” work costs output
✅ What to fix before Dec 16 hits

No fluff. Just sharp, practical fixes.

If Q4 feels heavier than it should, this will help.
👉 Swipe through the carousel and steal what’s useful.
👇 Got your own Q4 ops trick? Drop it below. We’re collecting the best ones.

Q4's Quiet Killers

Physically, most people will be checking out of work for 2025 in 4 weeks.

Mentally, maybe before that 😜 ...

But the firms who’ll move fastest in Q1 are already thinking about 2026.

Over the next month, I’m going to share a few things that might help you get ahead, especially if you’re reviewing capability gaps, internal workflows, or where to invest in support.

Short, honest posts.
No strategy theatre.
Just practical observations and things we’ve seen work inside fast-moving firms this year.

Here’s the plan:
🧩 Week 1 - Deal Operations
CRM, pipeline tracking, reporting, and the invisible drag that kills velocity

📚 Week 2 - Research & Market Intelligence
How top firms build better lists, faster insight, and real leverage beyond databases

⚙️ Week 3 - Business Support Ops
From AI tooling to client comms and admin execution ie. the glue work that keeps ops running clean

🎁 Week 4 - Wrap-up
A short round-up and a note before we all (rightly) disappear for the holidays

If there’s anything specific you’d like me to cover drop a comment or message me directly.

Let’s make December a launch pad, not a write-off 🚀 .

-Led a team of over 144 agents and QAs working in rotational shifts, ensuring optimal performance across three shifts daily.
-Mentored team members to consistently meet KPIs, maintaining 100% Turnaround Time (TAT) and a 99.05% accuracy rate in Q1 of 2025.
-Developed and implemented a comprehensive reporting structure to keep stakeholders informed about the team's progress.
-Managed and executed monthly payrolls for the team, including processing salaries for 144 employees.
-Increased team productivity by 20% in Q1 2025, successfully achieving all project deliverables and maintaining a 100% success rate across 8 managed projects.

Team Lead

- In charge of a variety of assignments and keeping in touch with clients headquartered in USA.
- Compile competition information for competitive analysis; deliver weekly and monthly reports.
- Assist clients with data organization for their backend processes by working with consumer and inventory data.
- Produce material or a product description for a client's website.

Senior Associate

Alliance Power Corp

Assistant Engineer

Symphony Mobile

Graduate Engineering Trainee

Experienced data processing team leader with a track record of employment in the offshoring/outsourcing sector. Competent in Microsoft Office, communication, public speaking, teamwork, training/coaching, leadership, and analytical skills. My integrity is the most valuable quality I possess. I act with integrity and trust in order to develop my credibility as a leader. Playing a significant part in the company's efforts to assist clients in expanding their businesses internationally.

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