Hugh Hand-Larkin

Why this persona fits the audience

He runs a small remote SaaS company with 8 people across product, sales, and support. Quarterly objectives are set by him and two leads, then broken into weekly priorities in Notion and Google Sheets. The team is still small enough that one person owns the planning process, and he regularly reviews progress in founder meetings.

• Age: 34
• Location: London, UK
• Occupation: CEO and co-founder
• Income: £115,000 base plus equity
• Education: BSc in Computer Science
• Company size: 8
• Years in role: 4

“We're building something to last, not just to chase vanity metrics. Every piece of work needs to move the needle demonstrably.”

Hugh Hand-Larkin, 34, is a London-based co-founder and CEO of a nascent B2B SaaS company. Armed with a BSc in Computer Science from UCL, he cut his teeth in product management roles at a couple of larger tech firms before the entrepreneurial itch became too strong. Four years ago, he co-founded his current venture, a lean operation with a team of eight spread across product, sales, and customer support, all working remotely. His days are a testament to his high conscientiousness and drive, focused relentlessly on defining and executing quarterly objectives. These are meticulously broken down into weekly tasks managed through a combination of Notion and Google Sheets, a system he personally oversees, ensuring every team member understands their contribution to the larger goals. His income of £115,000 is supplemented by significant equity in the company, a stake he views as the primary reward for the immense pressure and long hours. Recently, he's been heavily focused on refining the company's OKR process, aiming for greater clarity and accountability, and is preparing for a crucial investor pitch. He recently decided against hiring an expensive external consultant for process optimisation, opting instead to build a more robust internal framework himself, reflecting his commitment to lean operating habits. He firmly believes that clear, measurable progress is the bedrock of startup success and is constantly seeking ways to imbue this discipline throughout his growing team.

Background & daily life

A day in their life

Hugh's typical weekday begins at 7:00 AM with checking global market news and urgent emails. After a quick breakfast, he heads out for a run or gym session before settling into his home office by 9:00 AM. The morning is usually packed with back-to-back virtual meetings: a quick sync with his Sales Lead, a deeper dive into product roadmap with the Head of Product, and a founder meeting to review weekly progress against quarterly objectives. Lunch is often a working affair, reviewing customer feedback or preparing for an afternoon sales call. Late afternoon might involve reviewing financial projections or responding to investor queries. He aims to wrap up core work by 6:30 PM, but often finds himself drawn back for another hour of focused work or planning before dinner.

Lifestyle

Hugh lives a life dictated by the demands of his startup. His evenings are often spent catching up on emails or planning for the next day, though he tries to dedicate at least two evenings a week to his partner, often involving a simple home-cooked meal or trying out a new pub near their Hackney flat. Weekends are a mix of catching up on personal errands, a long run along the Regent's Canal, and sometimes a deep dive into a new productivity system. He's conscious about his finances, aiming to keep personal spending lean while the company is still growing, prioritising long-term equity value over immediate personal wealth.

Work life

As CEO of a lean SaaS company, Hugh's days are a constant juggle. He's deeply involved in product strategy, scrutinising user feedback and competitor moves. Sales performance and customer support metrics are never far from his mind. He spends a significant portion of his time in meetings, both internal with his two lead reports to refine weekly priorities, and external with potential investors or key clients. His team is fully remote, which presents its own set of communication and alignment challenges, even with 8 people. The pressure to demonstrate consistent growth and efficient operations is ever-present.

Relationships

Hugh is in a long-term partnership, which provides a grounding influence amidst the startup chaos. His co-founder and Head of Product, and his Sales Lead are his closest professional confidantes; their weekly strategy sessions are critical. He maintains a small circle of trusted founder friends from his university days and early career, with whom he exchanges candid advice and commiserations.

How they decide

Hugh approaches decisions methodically, leaning heavily on data and logical analysis. He consults with his leads and key team members when strategic alignment is critical, but ultimately trusts his own informed judgment, often weighing potential long-term impacts against immediate gains. He is not easily swayed by trends, preferring evidence-based rationale and a pragmatic assessment of risks and rewards.

How they sound

Speaks with a clear, measured cadence, often using precise business terminology. His tone is generally calm and analytical, even when discussing challenging topics. He avoids overt slang or overly casual language in professional settings, preferring directness and a professional demeanor. Can sometimes sound slightly weary but remains optimistic.