What were your biggest learnings at MIP,IOD,Teneo and your time as Editor in Chief at City AM (2015 to 2020) and how have you sought to apply them this time?
I started my career at MIP, a small Westminster PR firm that was run by a former Fleet Street hack called Nick Wood. Nick ran the office like a newsroom and I gained a lot of experience in the mechanics and operations of the news industry. I even picked up the lingo and learned how to drink a lot at lunchtime. Those were the days. I left MIP to do a Masters in Journalism, from where I went to the IoD as chief spokesperson for the business lobby group, interacting with the media on a daily basis. That was good grounding for my move to City AM in 2025, though it’s fair to say it was still a surprise move. I had to learn on the job, and fast. After 5 years I moved into corporate comms at Teneo, advising some of the biggest companies on a range of complex issues. It was fascinating work, and useful to be on the other side of the fence for a while. On moving back to City AM last summer, it was immediately clear how much the job had changed in my absence. I returned to find new owners, a new office, new government, new team and a new commercial reality in the news industry. But I’m pleased to say that much of what of loved about the job the first time round remains; good old fashioned journalism with an entrepreneurial spirit.

I grew up in Belfast in an entrepreneurial family, surrounded by business owners who shaped my perspective on work, risk, and opportunity. At the time, Belfast wasn’t the easiest place to build and scale a business, so in my early school days, I aspired to be a professional golfer and had the privilege of representing Ireland at U18 and U21 levels. Playing alongside Rory McIlroy gave me a front-row seat to greatness, and I realised another career path might be more sensible! That led me to London, where I spent over a decade in investment banking and tech before co-founding Raylo.

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.  

My Journey from Doctor to Health Tech Entrepreneur
As an NHS GP and former A&E doctor, I’ve witnessed firsthand the challenges patients face in accessing timely mental health support. Long waiting lists and limited availability often leave individuals without the care they need, sometimes leading to tragic outcomes. These experiences ignited a passion in me to find a solution, culminating in the creation of the Dr Julian Mental Health Platform.

‘Start-Up Century’ explains why there has been a global shift towards entrepreneurship over the last few decades, and what the implications are of more people wanting to work in start-ups or as self-employed entrepreneurs. As a Partner at London-based Balderton Capital, I have worked with British breakout technology companies like Depop, Revolut and GoCardless, which are covered in the book, alongside many other stories from freelancers, one person companies and start-up brands.

Generative Ai’s adoption is faster than any prior technological transformation and there is a voracious appetite for skilled talent that know how to apply AI across all verticals and sectors. It’s insatiable and will continue as companies grapple with how to leverage AI. However it is also important to remember that AI is not a new technology. There are plenty of skilled developers, engineers and business innovators with deep AI experience. For example at Techstars here in London our first AI investment was back in 2014. We have gotten to know and work with talented AI adept founders across all verticals from deep tech to health and well being to fintech and media. The talent is out there.

Deep pocketed incumbents will by definition appear more institutionalised and established. Therefore your branding strategy is more likely to succeed if you appear to adopt a radical approach which challenges the establishment. Clients of established providers will also be used to high standards: don’t spread your limited budget thin – instead focus on one core feature which is essential, but do it in an uncompromising, razor-sharp way which actually outperforms the incumbents’ offerings, for instance where they might suffer from inertia or tech debt.

Ask questions as to why your vision is doubted. Sometimes they doubt the scale, the team, traction etc. Then gather evidence so it’s nearly impossible for anyone to doubt you for that specific point. Do this enough times, and more will believe you then not. This will lead to more investment, world class employees and revenue! Our largest shareholders initially said no before we returned to them with enough evidence to secure our first $1m!

Christian Facey
CEO, Audiomob

Balancing investors’ expectations for growth and revenue with maintaining our brand narrative comes down to clear communication and a shared vision. At BibliU, we prioritize long-term value over short-term gains by ensuring our growth strategies align with our mission to make education more accessible and affordable for all. By staying focused on our core values and consistently delivering on our promises, we build trust with both our investors and customers.

You started your career with later stage technology investing in the US and have transitioned to early stage investing in Europe. How has that progression impacted your approach as an investor
Before joining Eight Roads, I invested in more mature technology companies at Warburg Pincus in New York and San Francisco, and then earlier stage ones at Accel in London. At Eight Roads, we partner with founders in the scale-up stage, which is typically somewhere in-between my prior experiences. Understanding the earlier stages of a company’s journey helps me empathize with founders, while insights into what comes next enable me to offer practical advice on what to anticipate. More broadly, I’ve had the chance to learn from some great investors along the way, and the lessons have been surprisingly similar regardless of stage or geography. For example, I firmly believe that innovation is a global phenomenon, and great ideas and founders can emerge from anywhere, that investment decisions hinge on a blend of data-driven analysis and intuition, and that it’s all about backing the right people.