I'm the Chief Transformation Officer of YouGov plc. I lead a Board-mandated transformation built on AI-driven research automation and on the long-term value of the company's panel and data assets. Over twenty-plus years in B2B SaaS and data I have been COO, CRO, Chief Integration Officer, and Chief People Officer in founder-led, PE-backed, and public companies. Two of those companies exited, and I led three post-merger integrations, the largest a $1.1B acquisition.
| Years | Company and role | What I did | Outcome |
|---|---|---|---|
| 2026–now | YouGov plc Chief Transformation Officer | I lead a Board-mandated transformation with two parts: AI-driven research automation that changes the shape of the P&L, and long-term value creation from the panel and data assets. |
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| 2023–now | Passaggio Advisory Founder and CEO | I take operator-style mandates: GTM resets, RevOps discipline, operating-model redesign, and commercial and product diligence for investors. |
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| 2019–2023 | Cint Group AB COO, Chief Integration Officer, and Chief People Officer | I held successive executive roles covering operations, customer success, partnerships, post-merger integration, and HR, and I led the integration of three acquisitions. |
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| 2017–2019 | P2Sample Chief Revenue Officer | I built the commercial function, joined GTM and customer success into one revenue engine, and co-led the sale process with the founders. |
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| 2015–2016 | AYTM Chief Operating Officer | I was brought in to improve growth and margin through GTM execution. |
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| 2012–2015 | Ipsos Senior Vice President | I led panel and sample operations with a $50M budget and gross-margin accountability, and introduced a new global operating and panel-acquisition model. |
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At YouGov I lead the AI-driven automation of research production. At Cint I cut cost-to-serve by about a third by redesigning customer success with on- and offshore delivery, and at Ipsos a new global panel-acquisition model improved operating margin by 30%.
At P2Sample I joined sales, marketing, and customer success into one repeatable motion, and revenue went from $10M to $29M in 24 months without acquisitions. At AYTM revenue grew 25% while gross margin rose five points.
I have led three post-merger integrations, from tuck-ins to the $1.1B acquisition of Lucid by Cint, where the integration delivered $40M+ in synergies over 24 months. I have also sat on the other side of the table, co-leading the sale of P2Sample to Cint, and I have supported investors with commercial and product diligence.
I have written four long-form pieces on market research, AI, operating models, and the economics of data. The first three can be read in full on this site, and the fourth will be published soon.
How AI Is Breaking Market Research's Business Model, and the Case for a New One
Research has always been priced on time and materials. AI removes both, and the industry has to say for the first time what its thinking, and its contact with real people, are worth.
This book is forthcoming. Read the introduction
An operating model for insights agencies in the AI age
A practical operating model for an insights agency built for AI: one integrated motion from lead to cash, with people placed where their judgment adds confidence.
It was published in . Read the full text
What founders should build and investors should back
Why a SaaS transformation has failed to take meaningful root in market research, and what platform growth and scale require in the AI era.
It was published in . Read the full text
Market failure and the miserable state of the online survey experience
A critique of the programmatic sampling market as a set of market failures, with practical advice for the buyers and sellers who have to work in it.
It was published in . Read the full text
Integration
Experience is an unforgiving teacher. These are seven lessons I've learned about running integrations that go beyond the consulting playbooks.
Leadership
Culture isn't an input you set; it's an output of how you operate. This article explains why standard culture playbooks fail and what to do instead.
Execution
You can't scale a service business if delivery requires human intervention, and removing it doesn't require sacrificing flexibility.
Integration
Being fair and data-driven in PMI sounds right, but it slows decisions and delays pain while the business misses its targets.
Execution
The fear of losing flexibility is the most common reason companies fail to scale, and it's a fear that is mostly misplaced.
Leadership
Improving the manager-employee relationship may be the most important thing leaders can do to improve business performance.
See all writing, including articles and interviews published elsewhere
“JD has an ability to cut through a lot of BS and get to the heart of problems, help unpick them, and drive winning strategies and behaviours for the benefit of all stakeholders. You get a sense of what best practice looks like in many operational disciplines, coupled with a sharp focus on high-performance and accountability.”
“I worked with JD through the closing of a transaction, across value creation and realising synergies. The focus and vision he applies in a specific area yields extraordinary results. His approach to leadership develops strong interpersonal relationships and a high-performing environment where people thrive.”
“Everything we've done with JD is enabling us to maintain our strong growth trajectory while significantly and sustainably improving our margins. Beyond the business results, JD has had a real impact on me personally—his straightforward, no-nonsense approach has helped me become a more effective CEO.”
I am always glad to talk with investors, boards, and search firms about B2B SaaS and data businesses.
I am based in Paris and work across the US, UK, and EU.
