From CTO to CEO: My Entrepreneurial Journey
I co-founded FINBOURNE in 2016 to bring efficiency and transparency to firms operating in capital markets. Before launching FINBOURNE, I worked with some of the world’s largest financial services firms, gaining deep insights into the complexities of data management and operational inefficiencies. My career began in software development, and over the years I’ve held leadership roles including CTO, before stepping into my current position as CEO.
Building a company isn’t just about creating innovative technology; it’s about building the right team to scale it. Knowing who’s right for each stage of growth and recognising when someone is no longer aligned with the company’s trajectory is incredibly hard. It’s a lesson that has shaped how I lead today.
Lessons Learned: Successes and Failures
When myself and the other co-founders started FINBOURNE, the idea of building a platform capable of managing the scale and complexity we envisioned was initially met with skepticism. Many doubted it could be done—but that challenge inspired us to push boundaries and turn our vision into reality.
One of the most important lessons I’ve learned is the value of metrics. In the early days, I believed our vision alone was enough to drive investment and growth. What I didn’t fully appreciate was how critical measurable proof points are. Investors need to see progress through tangible milestones, and focusing too much on the end goal without breaking it down into achievable steps can make the journey unnecessarily difficult.
Another lesson came from one of our earliest investors, who told me, “You’re about to cross a desert. How will you prove the milestones along the way?” At the time, I didn’t grasp how important it was to base success on smaller wins rather than a single, overarching vision. It’s advice I took too long to act on, and it’s something I’d do differently if I had to start over.
Mistakes to Avoid
Building a fast-paced scale up like FINBOURNE has taught me a lot about what not to do. One of the biggest mistakes I made early on was underestimating the importance of scalability—both in terms of technology and business model. We focused heavily on building the perfect product but prioritising commercial scalability from day one is also critical.
I also learned that hiring isn’t just about skills; it’s about cultural fit and adaptability. Some people who excel in a startup environment may struggle as the company grows, and making those transitions quickly is essential to maintaining momentum.
Finally, I’d advise any entrepreneur to focus on intermediate proof points. It’s tempting to chase a grand vision, but securing funding and keeping the team motivated requires clear, short-term goals.
FINBOURNE Technology: Challenging the Market
We founded FINBOURNE with the goal of fundamentally reducing the cost of investing. We approached this by examining how financial technology operates within capital markets. At the core of our belief is that many firms face a significant structural problem: inefficiency. This results in a scenario where something as essential as understanding what you own and how much it’s worth becomes an incredibly challenging task. For example, simply figuring out how much cash a firm has in the bank at the start of the day can be a complicated process—impacted by trade outcomes, market data, and regulatory complexities.
Today, FINBOURNE is transforming how financial organisations manage their data. Our platform is designed to make data accessible, scalable, and actionable. From day one, we’ve focused on solving inefficiencies in how firms handle their operations, providing the tools they need to make better decisions, faster.
Our Series B funding round in June 2024 was one of the largest in the UK, and it validated both our vision and execution. It also reinforced the need to keep pushing boundaries. We’re scaling our commercial footprint, broadening our customer base, and introducing new AI capabilities to deliver even greater value.
What excites me most is how we’re empowering firms to future-proof their operations. The landscape is evolving rapidly, and FINBOURNE is positioned to help firms navigate that complexity with confidence.
Final Thoughts
If I had to give one piece of advice to aspiring entrepreneurs, it would be this: focus on the journey as much as the destination. Break your vision into manageable milestones, and don’t be afraid to pivot when things aren’t working. Building a company isn’t about avoiding mistakes—it’s about learning from them quickly and moving forward.
At FINBOURNE, we’ve built something I’m incredibly proud of, but the journey isn’t over. We’ll keep listening to our customers, adapting to the market, and pushing the boundaries of what’s possible. That’s what being an entrepreneur is all about.
