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.

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.

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.

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.

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.

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.

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 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.

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.

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.

Most leadership teams think scale breaks because things get “more complex.”
That’s rarely true.

Scale breaks because decisions get further away from execution.

The moment design, ownership, and reality stop sitting together, drag appears.
Meetings increase.
Exceptions multiply.
People start compensating instead of fixing.

That’s not complexity.
That’s distance.

Good operating models minimise distance.
Bad ones hire around it.

Metricalo

- Led the setup and daily operations of the Asia team office in Bangladesh, including staffing, budgeting, and facility management.
- Developed and implemented operational strategies to enhance efficiency and productivity, aligning with company objectives.
Coordinated cross-functional teams to streamline workflows, improving collaboration and communication.
- Established policies ensuring compliance with local regulations and company standards.
- Monitored KPIs to track progress and identify improvement areas.
- Managed vendor relationships and procurement processes.
- Provided leadership and mentorship, fostering a high-performance work culture.
- Identified growth opportunities in the Bangladesh IT market.

Operations Manager

Quantanite

- Overseeing the day-to-day operations of 500+ employees and ensuring they meet performance targets as per the service demand.
- Spearheaded GDPR implementation, led ISO 27001 & ISO 9001 standards integration, ensured labor law alignment, and managed employee contracts
- Developing and executing long-term strategic plans to achieve business goals and objectives.
- Monitoring and reporting on key performance metrics to C-suites.
- Conducting market research to identify new business opportunities and potential areas for growth.
- Negotiating contracts and agreements with Clients and other stakeholders.
- Analyzing financial statements and other financial data to identify areas for cost reduction and revenue growth by developing and managing the annual budget and forecasting future financial needs.
- Collaborating with other departments, such as Peoples, Facility, IT, WFM, Procurement & Admin to develop and implement integrated strategies that support overall business objectives.
- Developing risk mitigation strategies, established governance frameworks, and ensuring adherence to regulatory requirements
- Continuously seeking out opportunities for process improvement and innovation.
- Maintaining a high level of customer satisfaction and ensuring that customer complaints are resolved in a timely and satisfactory manner.

Manager of Operations

- Coordinated all treatment and placement activities, including Quality assurance and Project management while supervising multiple teams of 200+ Senior associates, associates & analysts.
- Communicating with International Clients from UK, USA, Australia, China, Sweden on a daliy basis to fulfill the service demand.
- Assisted HR department with new hire processing and existing training programs.
- Prioritized timely responses to emails, voicemails, and written correspondence.
- Coordinating with other departments to ensure seamless workflow and resolution of issues.
- Ensuring compliance with company policies and procedures, as well as regulatory requirements.
- Collaborating with other team leaders and managers to develop and implement cross-functional initiatives.
- Organized strategic level Annual, Quaterly, Monthly & Weekly business reviews.

Senior Team Lead, Operations

- Coordinated treatment and placement activities while supervising multiple teams accumulating 50+ Senior associates, associates & analysts.
- Mentored employees in aligning with company values and achieving company objectives.
Monitored team performance and identified problematic practices to increase customer retention and satisfaction.
- Implemented new processes that resulted in continued improvements.
- Built strong relationships with clients through a positive attitude and attentive responses.
- Coordinated daily/weekly meetings for internal and external groups, interacting with all levels of management.
- Established a collaborative service environment to optimize customer support.
- Facilitated Senior associate, associate &  analyst's training through daily coaching and regular performance appraisals.
- Conducted MBRs/WBRs with Customers & MPRs/WPRs with team members.

Team Lead, Operations

- Mentored and guided employees to foster proper completion of assigned duties.
- Assessed workloads to meet seasonal fluctuation needs.
- Conducted training and mentored team members to promote productivity, accuracy and commitment to friendly service.
- Documented production information via daily system logs and discussed nonconformance issues with management.
- Organized work to meet demanding production goals with 100% success rate.

Senior Associate, Operations

- Collected and tested production samples to determine in-process product quality.
- Documented findings and produced reports to aid management in assessing and correcting quality concerns.
- Maintained optimal quality levels to prevent critical errors and support team performance targets.
- Verified accuracy and validity of data entered in databases.
- Reviewed and updated client correspondence files and confidential database information to ensure accurate records.

Associate, Data Processing

- Conducted system analysis, documentation, testing, and implementation, providing user support during platform transitions.
- Ensured data accuracy through quality assurance and meticulous validation.
- Coordinated statistical data analysis, design, and information flow for effective communication.
- Maintained data integrity by correcting entry errors.
- Participated in requirements meetings and data mapping to understand business needs.

Analyst, Data Processing

Experienced Operations Manager with 8+ years of expertise leading day-to-day operations for 700+ employees across multiple teams. Skilled in developing and executing long-term strategic plans to achieve business goals, improving operational efficiency, and driving performance metrics aligned with company objectives. Proven ability to collaborate with C-suite executives and cross-functional departments to implement integrated strategies that boost productivity and customer satisfaction.

Expert in monitoring KPIs, conducting market research, negotiating contracts, analyzing financial statements, and managing risks to support sustainable business growth. Adept at managing compliance with GDPR, ISO 9001, ISO 27001, and labor laws, ensuring smooth operational workflows and regulatory alignment.

Strong communicator experienced in working with international clients from the UK, USA, Australia, China, and Sweden, tailoring services to meet diverse market demands. Skilled in vendor management, budgeting, forecasting, and leading cross-functional teams to deliver scalable solutions and process improvements.

In my former positions, I've established Metricalo's Regional operations center/office in Bangladesh for Asia team, driving organizational growth through efficient staffing, policy implementation, and performance monitoring. Previously managed operations for 700+ employees at Quantanite, spearheading strategic initiatives and fostering high-performance cultures focused on innovation and customer-centricity.

Core competencies include:
• Operations Management & Team Leadership
• Strategic Planning & Business Development
• Performance Tracking & KPI Reporting
• Risk Mitigation & Compliance
• Market Research & Contract Negotiation
• Financial Analysis & Budgeting
• Cross-functional Collaboration
• Client Relationship Management (Global)
• Process Improvement & Innovation
• Change Management & Organizational Development
• Agile & Lean Methodologies
• Talent Development & Employee Engagement
• Supply Chain & Vendor Relationship Management
• Business Process Reengineering

A results-oriented leader passionate about leveraging data-driven decision-making and mentoring teams to exceed targets. Continuously seeking opportunities to optimize workflows and contribute to long-term business success. Let’s connect to explore ways to drive operational excellence together.

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