At Growth Hub, we run the operational engine behind financial services teams.
I’m responsible for delivery excellence and client execution across our embedded capability model, making sure the work actually runs cleanly, predictably, and at the standard serious firms expect.

In practice, that means owning how our teams execute day to day across:
- deal operations, including CRM hygiene, pipeline execution, targeting and tracking
- structured research and intelligence that supports faster decision making
- internal operational workflows that keep firms organised as they scale

Most of our clients come to us because execution has quietly become a bottleneck.
CRMs drift. Pipelines lose credibility. Research lives in inboxes. Admin piles up.
Everyone knows it matters, but no one has the time or ownership to run it properly.

My role is to turn that chaos into repeatable workflows, clear ownership, and delivery that holds up under pressure.

We don’t advise.
We don’t do strategy decks.
We don’t “help out where needed”.

We embed teams, run defined workflows end to end, and remove operational drag so deal teams can focus on high value work.

I spend most of my time deep in how firms actually operate, where execution breaks, and what it takes to make operational capability stick long term.

If you care about clean execution, clear boundaries, and delivery that scales without drama, we’ll probably get on well.

I spend most of my time inside delivery.

Not in theory.
But in the actual workflows firms rely on every day.

And the pattern I see over and over is this:

Even with the most important operational cornerstones, often it’s no one’s clear responsibility.
- CRM.
- Pipeline.
- Research.
- Trackers.

Everyone touches them.
No one owns them end to end.

That’s usually where things start to quietly break.

Katherine Vanrenen

Chief Client Officer at Growth Hub | Embedded operational capability for financial services firms

I write about execution problems most firms feel but rarely own.

CRMs, pipelines, research, and operational workflows that quietly decay when no one is responsible for running them end to end.

At Growth Hub, I run delivery and client execution across embedded operational capability for financial services teams.

This is the lens I’ll be writing from here.

When I’m reviewing delivery with clients and something’s messy, I often hear:
“We’ll fix that later.”

In financial services firms that are growing aggressively, later rarely comes.

Deals don’t slow down.
Volumes don’t ease off.
There’s always another transaction, another mandate, another deadline.

No one ever suddenly has time.

And by the time someone circles back, the context is gone, the data has drifted, and the clean-up is far bigger than it needed to be.

Most execution problems I see aren’t caused by bad decisions.
They’re caused by assuming things will calm down.

Spoiler alert: they don’t.

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