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 🚀 .

Get Levrg

- Planning & Scope Management
- Stakeholder Management
- Resource & Risk Management
- Execution & Monitoring
- Leadership & Team Support
- Delivery & Closure

Service Delivery Project Manager

Social Saturday Squad

- Online Social Gathering
- Arranging Online Community Skills Development Program
- Networking

Member

navreo.ai

- Client On-boarding/Off-boarding.
- Customer Success 
- Performance Reviews & KPI Management
- Operations & Delivery.
- Lead Generation.
- Reporting.
- Process Improvement.
- Data Analysis
- Client Relationship Management.
- AI Tools Assessments & Testing

Operations Manager

SSC Digital 

• Client On-boarding / Off-Boarding / Customer Success 
• Performance Reviews and KPI 
• Operations and Delivery
• Lead Generation
• Reporting

- Oversee data research, daily deliveries, and team output for clients.
- Conduct quarterly performance reviews for the Data Team.
- Report A/B testing results and updates to the CEO.
- Test CRMs and automation tools for team efficiency.
- Collaborate with QA, LinkedIn, Email Responder, CSM teams, and department heads for updates.
- Work with Content Manager on company blogs and LinkedIn content.
- Provide client-requested reports and ensure data sustainability.

Senior Team Lead, Data Operations 

Growthonics

LinkedIn Campaign:

- Optimize LinkedIn profiles and campaigns for better results.
- Improve connections, invitations, and response rates.
- Analyze trends and operational data to predict market sentiment.
- Set KPIs and align with Customer Success Managers.
- Ensure audience targeting, cadence, and SOP implementation.
- Use tools like GrowthLead and Expandi for automation.
- Merge LinkedIn and email strategies for maximum impact.
- Create reports for senior management.

Email Campaign:

- Design email campaigns using Replyify and Reply.io.
- Warm up domains and connect tools to platforms.
- Establish workflows, ensure quality, and resolve technical issues.
- Maintain data privacy and prepare reports.

Wireless Operations:

- Source location-based contact numbers via Cognism and ZoomInfo.
- Provide SDRs with verified numbers and prepare reports.

Team Lead

- Create and optimize email campaigns, cadences, and strategies.
- Connect marketing platforms with tools like Replyify and Reply.io.
- Develop cold campaign workflows and ensure data quality.
- Perform domain warm-ups and manage domain health.
- Analyze and report on key metrics: cadence, A/B testing, titles, industries, regions, bounce rates, open rates, and engagement.
- Address technical tool challenges and minimize bounce rates to boost results.

Senior Associate

• Developing campaign strategies.
• Re-arranging marketing plans.
• Detect & minimize bounce rates.
• Choosing the correct place to increase ROI concentrating on digital marketing tactics through industry research and analysis to strengthen connections between clients and their target reach.

Associate, Campaign Management 

•	Worked for 8 international clients.
•	Completed projects for Lead Generation Services
•      Data Analysis.

Associate

John Lewis Partnership

- Customer Experience.
- Client Satisfaction.
- Attend and resolve Client Queries.

Customer Service Specialist

Tesco

- Customer Service
- KIOSK Management
- Tend to client queries
- Customer Care

Customer Service Team Lead

I turn ideas into outcomes.

Over the past decade in IT, Internet, and Advertising Services, I’ve led projects and teams that transformed client goals into measurable business results.

My focus is always the same: clarity, collaboration, and impact.

Managed a portfolio of 200+ clients, leading a team of 57+ professionals to deliver consistent engagement and satisfaction.

- Increased service revenue by 15% through tailored client strategies and consultative selling.
- Improved data quality by 10% by introducing advanced QA processes.
- Sustained 80% client satisfaction with proactive solutions and trusted relationships.
- Designed and implemented OKRs, KPIs, and SOPs to align daily execution with business strategy.
- Fostered cross-functional collaboration that delivered innovation, efficiency, and ROI.

What drives me isn’t just successful delivery, it’s building systems and relationships that last. I believe strong project management isn’t about managing tasks, it’s about empowering people, aligning priorities, and creating long-term value.

Let’s connect if you’re looking for someone who can turn complex challenges into structured, scalable, and successful outcomes

taplio

The Battle

Dan Vanrenen

Towfique Uddin Ahmed

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The Battle

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Towfique Uddin Ahmed

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