Stuart Davis, founder of Neurally

Stuart Davis

Founder, Neurally
Formerly Head of Product (Data, AI, Apps & Ops) at Compare the Market and Head of Product (Banking & Payments) at Fresha

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Most AI advice stops at the pilot. The hard part comes after it: deciding where AI changes the economics of your business, then reorganising products, workflows, roles and decision rights to capture that value, while regulators, boards, existing teams and live customers are all watching.

That's the work I've spent over nineteen years doing from the inside. Most recently I wrote Compare the Market's consumer AI strategy, won board backing for it and led the launch of its first consumer AI assistant. Before that I led payments, banking and data products at Fresha, a 46-person organisation.

I bring that operator's judgement to CEOs, founders, and product and technology leaders of scaling and established businesses. Most often that's financial services, marketplaces and B2B SaaS, and increasingly professional services. You work with me directly, from the first leadership conversation through to the teams doing the work.

What you get

What I bring to an engagement

An operator's experience

I've built the teams, shipped the products and lived with the results. My recommendations are made for the people who will have to deliver them.

Boardroom to delivery, joined up

I can take the work from the investment case through operating-model and product design into delivery, alongside your teams. The person who made the recommendation is the one who helps you carry it out.

At home where the stakes are high

I've launched consumer AI under FCA and Consumer Duty rules. Regulation, accountability and accuracy go into the design from the first conversation, before anything reaches a board or a customer.

Accountable for the numbers

I've owned commercial targets and led a 46-person organisation. Each recommendation comes with the investment case and the measures you'll use to judge whether it paid off.

Career

Where the judgement comes from

2025–Sept 2026

Compare the Market

Wrote the consumer AI strategy, won board backing and then delivered it: the company's first consumer AI assistant and the first ChatGPT app for insurance, built within FCA and Consumer Duty rules. Along the way I built the Product AI and Product Operations functions and redesigned how the product organisation works around AI.

2023–2025

Fresha

Led embedded-finance and data products at a global B2B2C platform, heading up 46 people across London, Warsaw and Kosovo. I launched an ML- and AI-powered insights product and used AI to automate internal operations, which taught me to judge AI by the revenue it earns or the cost it removes, not by the demo.

2021–2023

ClearScore

Led growth and the core app experience for a consumer credit marketplace across six product squads, including launching an Open Banking-powered credit product. I learned that new data only creates value when the product and the team change with it.

2019–2021

Not On The High Street

Set the strategy to move a curated gifting marketplace towards inspiration-led commerce, and made the teams faster at delivering it. Changing what a business offers means changing how it is organised too.

2015–2019

Gumtree (eBay)

Led Gumtree's product organisation of seven teams, launched a Jobs vertical that grew to a third of UK revenue, and brought in agile and lean ways of working. This was an early lesson in redesigning how teams work, not just what they build.

2013–2014

HouseTrip

Product manager for search at a European holiday-rental marketplace. This is where I first worked on matching people to the right option at scale, which is now one of the places AI earns its keep.

2010–2013

Bloomberg

Product manager at a global financial data and technology business, building for professional users who won't tolerate inaccuracy. It still shapes how I think about trust in AI products.

2006–2009

Accenture

Senior consultant. I saw how big-firm consulting works from the inside, including where value gets lost between the people who sell the work and the people who deliver it. With Neurally, the judgement you hire is the judgement applied to your business.

1999–2003

University of Bath

M.Eng (Hons) Innovation and Engineering Design.

Career evidence

What the experience looks like

These are outcomes from roles I held before founding Neurally. They are not Neurally client case studies. Broader commercial results reflect whole teams and shouldn't be read as the effect of AI alone.

Regulated consumer platform

AI strategy and operating-model redesign at Compare the Market

Situation
A major regulated consumer platform needed to turn AI ambition into a coherent customer, product and organisational strategy.
Role
Authored the consumer AI and app strategy, secured board support and created a three-horizon roadmap. Built the Product AI and Product Operations functions and redesigned how the product organisation worked.
AI outcomes
Launched the company's first consumer-facing AI assistant and first ChatGPT app for insurance, within an FCA-regulated environment. A 50% reduction in discovery-to-development time was reported for the AI-enabled product-development model.
Wider app outcomes
App revenue share rose from 9.3% to 11.0%, monthly active users reached approximately 918,000, and the iOS category ranking rose from 39th to 9th.
B2B2C platform

New revenue and data products at Fresha

Situation
A global platform serving more than 100,000 businesses needed to grow and diversify its embedded-finance and data-product portfolio.
Role
Led strategy, execution and go-to-market across payments, banking, insights and payroll, heading a 46-person multi-location organisation.
AI and data outcomes
Built an ML- and AI-enabled subscription data product that reached more than 2,000 businesses and $75,000 in monthly revenue within six months.
Wider commercial outcomes
Revenue grew by $20 million, or 62%. A new banking platform lifted partner-onboarding conversion from 50% to 80%; a payroll product reached 1,900 businesses, more than $52,000 monthly revenue and 97% retention.
Consumer marketplaces

Product-led growth at ClearScore, Not On The High Street and Gumtree

Situation
Consumer marketplaces needed new propositions, stronger retention and more effective digital growth.
Role
Led product strategy and multi-disciplinary organisations.
Outcomes
At ClearScore, an Open Banking-powered product added 500,000 users with 60% monthly retention, and a merchandisable app experience lifted marketplace conversion by 28%. At Not On The High Street, product changes contributed to 45% new-user growth, an 8% conversion uplift and 130% app MAU growth. At Gumtree, a new Jobs vertical grew to one-third of UK revenue.

How I work

What I work on

AI and business strategy

  • Opportunity discovery and prioritisation
  • Business-model and competitive implications
  • Value hypotheses and investment cases
  • Portfolio and roadmap decisions
  • Readiness, dependencies and risk

Product, customer and digital

  • Product and service strategy
  • AI-enabled products and propositions
  • Customer journeys and experience
  • Product operating models
  • Platforms, data products and digital growth

Operating-model transformation

  • End-to-end workflow and process redesign
  • Structure and team responsibilities
  • Roles, capabilities and decision rights
  • Human, AI and automation boundaries
  • Governance and performance measurement

Transformation execution

  • Roadmaps and mobilisation
  • Executive alignment and decision mechanisms
  • Team design and leadership
  • Pilot and programme oversight
  • Implementation support
  • Leadership and team training
  • Capability transfer and value realisation

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