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.

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.

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 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.

There’s a quiet assumption in many firms:

“If we hire smart people, the system will take care of itself.”

It won’t.

Smart people are excellent at working around broken systems.

They create heroics.
They absorb mess.
They keep things moving (until they leave).

That’s why performance often drops after a strong hire exits.

The system was never strong.
The person was.

If growth depends on individual strength, it isn’t scalable.

Non-Profit Organization

Manager

Quantanite

- Planned, administered, and conducted frequent audits for each department to ensure compliance with established policies. Also orchestrated annual internal and surveillance audits across the organization.
- Analyzed internal processes and implemented procedural or policy changes to enhance operational activities.
- Ensured information security procedures for the entire organization through the implementation of policies, awareness training, workshops, etc.
- Implemented new policies, revised existing ones, and made necessary changes to procedures as needed.
- Prepared operational reports, identified departmental risks, and provided advice on mitigation plans.
- Implemented PCI DSS and SOC2 reports.
- Initiated HIPAA compliance within the organization.
-Oversaw overall compliance efforts in the organization.
- Successfully implemented ISO 27001:2013, ISO 9001:2015, PCI DSS, SOC2 Type 2, and administered HIPAA in the delivery centers in Bangladesh and South Africa.

Manager, InfoSec

- Ensured the department's adherence to all recruitment policies.
- Oversaw the Training and Development initiatives for the business unit.
- Implemented quality checkpoints for all teams to ensure high-quality output.
- Developed and delivered process plans for in-house management teams and other support teams.
- Successfully managed 100+ European clients with a 100% delivery rate.
- Led and managed a team of 150+ employees.
- Implemented and oversaw the Training and Development programs for the business unit.
- Established quality checkpoints for all teams to ensure consistent high-quality output.
- Managed the recruitment tasks for a specific business unit.

Manager, Operations

Taskeater

- Manage, coordinate, and monitor the work of different teams under foreign clients.
- Improve processes and policies in support of the company's vision.
- Formulate and implement Lead Generation Unit policies and procedures to maximize output.
- Improve the efficiency of communication between the client and the analysts.
- Conduct weekly meetings with the team to discuss progress.
- Ensure that completed projects meet predetermined internal quality standards.
- Motivate, guide, and support analysts to perform.

Key Achievements:

- Developed an efficient training manual and guidelines for the Lead Generation Unit.
- Conducted successful training sessions for analysts.
- Successfully managed teams of foreign internet-based clients.
- Successfully completed and submitted projects for clients with 100% accuracy.
- Completed 100% of the trial basis and confirmed clients, thereby accomplishing services provided to them.
- Managed a team of 80-100 analysts on a daily basis and ensured daily work delivery.
- Worked with internet-based companies from the USA, UK, Europe, and ensured proper services with satisfactory quality.

Manager, Lead Services

Team Leader

- Worked as a dedicated analyst for 7 clients. 
- Successfully completed projects work for the LG unit. 
- Worked with companies from the  UK, Germany, Netherland and ensured proper delivery with 100% quality

Senior Associate Analyst

Associate Analyst

Working as an Online Media Analyst. Following specifications given by the client. My objective is to create a efficient database for clients and help them to formulate strategy. Duties include:

- Lead generation
- Research the online market for identifying new opportunities. 
- Social Media Searching
- Analyze data and compile accurate reports.
- Develop business proposals for new and existing customers
- Respond to the client queries regarding any issue. 
- Data processing

Analyst, Online Media

- Facilitated effective communication and cultivated interpersonal relationships by integrating local youth club members, contributing to the enhancement of the community's quality of life, and fostering active engagement.
- Demonstrated leadership in managing field teams, successfully establishing two model villages through sustainable development initiatives to enhance livelihood opportunities in the surrounding areas.
- Conducted comprehensive market research involving 800 respondents from diverse customer segments, followed by in-depth analysis. This effort focused on identifying potential handicraft consumers and market trends.
- Formulated and executed impactful strategies across various teams, particularly in the training of handicraft entrepreneurs. The detailed strategy implemented significantly contributed to skill development and entrepreneurial success.
- Adapted positively to change, maintaining a flexible approach during extended periods of political disruption that frequently impacted team planning.
- Exhibited excellent project management skills by orchestrating cost-effective training for 30 potential production workers and implementing long-term training programs for 12 full-time production workers, all within budget constraints.
- Developed a comprehensive business plan for a startup handicraft enterprise as part of the Youth Entrepreneur Development Project.
- Contributed to community initiatives such as Community Action Day (CAD), workshops/trainings, and Active Citizen Day (ACD), demonstrating a commitment to community development and engagement.

About ICS:

ICS Entrepreneur is a UK government-funded program that tackles poverty in some of the world’s poorest communities by supporting entrepreneurs and small businesses in developing countries. It’s led by VSO in partnership with Balloon Ventures, Challenges Worldwide, and Raleigh.

Website- 

www.volunteerics.org
www.vso.org.uk
www.vsointernational.org

International Citizen Service Entrepreneur Volunteer (ICSE)

BRAC University Marketing Association

Aiming to work with the business students to expand the knowledge of Practical Marketing.

The BRAC University Marketing Association strives to offer marketing majors and students from different fields of study a scope to acquire a more comprehensive and rational exposure to different marketing ventures. This is attained through career guidance programs via distinguished guest speakers, on-the-job shadow programs and a career-oriented liaison among the club members, the marketing faculties and the Dean of BRAC Business School, ultimately enhancing the understanding of the classroom activities. The aim of providing this array of connections is to assist the members in building their “networking” and initiate the development of their skills in the area. The Marketing Association endeavors to ameliorate each of its members’ marketability in order to prepare them for today’s highly competitive job market. My job is to communicate with the students regarding club issue, event organize, coordinate & many more !!

Director of Public Relation

BRAC University Adventure Club

To give a platform through which the students can participate in adventure travelling and to promote adventure tourism in Bangladesh as well as throughout the world.The objective of the club is to promote adventure based tourism such as trekking, cycling, rock climbing, safari, swimming,surfing and much more!!! Bringing out inner potential, increasing morale and building a better character is the goal of the BRAC University Adventure Club.

Executive Creative

Seminar on - Sustainable Environment association with University of Seoul 
Chief Guest Dr. Muhammad Ainun Nishat, VC BRAC University

Seminar on - Sustainable Environment

Aamra Networks Limited

Executive, Sales

Design for Change

Increasing Network to build a friendship among people.

Bangladesh National Cadet Core (B.N.C.C)

n addition to my formal education, I joined B.N.C.C to gain practical knowledge about leadership, defense leadership structure, and regulations. I initially joined as a Cadet, and through consistent performance, I was promoted to Cadet Corporal and then Cadet Sergeant.

- Participated in a 14-day Capsule Camp Training Program in 2005 under the Dhaka Flotilla section at Dhaka Cantonment.
- Organized weekly classes for junior Cadets.
- Served as the B.N.C.C platoon leader in 2010.
- Later appointed as the Commander of Parade and Head of the B.N.C.C platoon in 2010.
- Organized the yearly sports day parade involving six platoons with over 200 students in attendance.

Cadet Sergeant

As a seasoned program audit professional holding an MBA in International Business and boasting over 9 years of comprehensive career experience, my primary focus lies in making a meaningful impact within the nonprofit sector. Having honed my skills in the dynamic BPO sector, particularly excelling in operations and project management, I am well-equipped to spearhead strategic initiatives in my current role.

Passionate about effecting positive change, I bring to the table a wealth of expertise in technology-driven solutions, coupled with a strong foundation in leadership and a steadfast commitment to innovation. My key competencies encompass a wide spectrum, including adeptness in leadership and management, proficient project management, strategic operations planning, business development, effective communication, and negotiation, as well as a keen sense of creativity and innovation.

I am enthusiastic about forging meaningful connections and exploring opportunities for collaboration. Let's connect to discuss how my skills and experience can contribute to the success of our shared objectives. Feel free to reach out to me - farhanferdous@outlook.com

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