Anasuya Iyer

• ● Advise organisations on practical AI adoption, with a focus on embedding Claude into commercial and operating workflows

• ● Founding employee and member of the leadership team building a new technology-enabled operating model from zero

• ● Managed a team of 25 across strategy, proposition, sales, marketing, customer success and operations

• ● Partnered closely with product and engineering to translate market insight into shipped product, influencing roadmap, feature prioritisation and release sequencing

• ● Enterprise Licensing (B2B SaaS Platform – GM):

• ● Ran a B2B SaaS platform licensing our technology to enterprise clients under their own brand, with end-to-end ownership of sales, delivery, product and tech roadmap

• ● Built and closed a sales pipeline with tier 1 enterprise clients

• ● Owned P&L, pricing, margin profile and cost-to-serve

• ● Built to ~£4m ARR forecast pipeline prior to strategic wind-down

• ● Workplace (B2B2C - GM): Built and scaled a technology-enabled workplace financial wellbeing platform

• ● Built the firm's primary distribution engine from scratch, designing the B2B acquisition model and B2B2C engagement model

• ● Owned commercial strategy, pricing, customer journey and customer economics for the channel

• ● Owned the CRM and revenue operations stack, driving automation, reporting and early use of AI to improve efficiency

• ● Scaled to ~300,000 users across major enterprise clients including Sky, Santander and BNP Paribas

• ● Joined during a period of leadership transition and strategic reset, operating as an extension of the CEO across product, technology, M&A, growth, capital allocation and organisational transformation

• ● Drove modernisation of the technology stack, working with product and engineering to improve CRM capability and digital journeys

• ● Built a new growth engine from scratch - conceived, launched and scaled a new product line to £100m AUM

• ● Led acquisition of a founder-led fintech - originated and executed the deal, ran diligence across product, technology and commercial viability, and built the post-acquisition governance and operating model that turned an early-stage business into a scaled division

• ● Redesigned board governance and reporting architecture to support institutional-grade growth