Luke Warren

I joined Thomas as Chief Growth Officer to help ambitious organisations build stronger teams, better leaders and higher-performing businesses. Having used Thomas as a customer, I've seen first-hand how powerful better people decisions can be. Some of the biggest hiring, leadership and team decisions of my career have been supported by Thomas insights. Combining decades of psychology, behavioural science and technology, Thomas helps organisations understand the people behind the performance, reducing risk, unlocking potential and improving outcomes. I'll be working alongside an exceptional team to help more organisations attract, develop and retain the talent needed to achieve their ambitions.

Non-Executive Director at Roome, a fast-growing platform tackling one of the most overlooked problems in higher education: off-campus student housing. Roome is building a simpler, more transparent way for students to find and secure housing, removing friction from a process that is currently fragmented, stressful, and full of avoidable failure points. I’m working closely with the founders on commercial strategy, positioning, and scaling distribution, helping turn a strong mission into a repeatable, high-growth business.

Appointed by Volaris Group, a subsidiary of Constellation Software (CSU.TO), the world's largest vertical software acquirer, to lead a group of vertical software businesses spanning Education, Healthcare and Collaboration Technology across direct and reseller channels globally. Full accountability for strategy, performance and leadership depth across 300+ people in the UK, Europe and North America. Delivered sustained double-digit organic growth at strong EBITA margins. Completed and integrated multiple acquisitions. At the centre of the group's operating model was a deliberate culture of shared learning, bringing together the skills, experiences and advancements of our combined teams to accelerate performance across every business in the group. This openness wasn't incidental, it was the engine behind everything we achieved. Held concurrently with CEO responsibilities at Kinetic, a Volaris Group business.

Full P&L accountability for a global vertical SaaS business serving Higher Education institutions across mostly the UK, Ireland and North America. Mandate: accelerate growth, expand internationally and compound long-term value through disciplined execution. During my tenure: → Quadrupled ARR and EBITA → Delivered sustained double-digit organic growth while maintaining strong EBITA margins → Executed a triple-digit average pricing uplift with sector endorsement, materially increasing recurring revenue → Built US focus to a meaningful growth engine, outperforming year one targets → Involved in four acquisitions, including a direct competitor → Achieved leading framework position within UK Higher Education procurement → Improved employee NPS materially while sustaining low customer attrition

Appointed to lead the full commercial function ahead of CEO transition, integrating sales, marketing and account management under a single operating plan. • Aligned pricing, pipeline discipline and forecasting rigor with long-term value objectives • Strengthened commercial leadership bench and succession readiness • Tightened performance management across new business and expansion revenue • Laid the execution foundations for the subsequent phase of accelerated growth This role marked the transition from functional leadership to full P&L accountability.

Responsible for new business, account management and commercial execution across the global Higher Education market. Mandate: professionalise the revenue engine and build sustainable growth capacity. • Rebuilt sales structure and talent bench, increasing accountability and performance standards • Improved pipeline discipline and forecast accuracy, strengthening commercial predictability • Increased expansion revenue focus within the installed base • Elevated pricing confidence and commercial negotiation capability across the team • Developed multiple future senior leaders, several of whom progressed into broader executive roles This period strengthened the commercial foundations that enabled sustained double-digit growth in the subsequent CEO tenure.

Led new business and account management across the Higher Education sector, with responsibility for revenue growth, retention and team development. Mandate: move from opportunistic sales to scalable commercial execution. • Introduced structured pipeline management and forecasting discipline • Increased expansion and cross-sell performance within the customer base • Recruited and developed a stronger sales bench, raising performance expectations • Improved win rates through sharper positioning and value-based pricing • Built future commercial leaders who progressed into senior roles This role marked the shift from strong individual contribution to building a repeatable revenue engine.

Led the public sector software division with responsibility for regional performance (London & South East), team leadership and strategic account growth. • Promoted into divisional leadership following sustained regional outperformance • Increased software revenue materially within two years of appointment • Built and led a high-performing public sector team across multiple territories • Developed multiple award-winning salespeople across consecutive years • Elevated pricing discipline, pipeline structure and forecast reliability • Recognised internally as Manager of the Year for three consecutive years Expanded scope from regional execution to divisional accountability, overseeing performance standards, recruitment and commercial strategy.

Led regional new business sales across the UK public sector, with responsibility for revenue performance, recruitment and team development. • Promoted from Sales Executive based on sustained over-performance • Recruited, trained and developed high-performing sales teams across the region • Increased regional software sales materially within two years of appointment • Broke longstanding internal performance records • Developed multiple Salesperson of the Year winners across consecutive years • Built strong pipeline governance and accountability culture First formal leadership role. Learned how to scale standards, not just personal output.

Focused on new business software sales across the UK public sector. • Consistently exceeded new business targets, reaching up to 125% of quota • Built strong pipeline discipline and territory management habits early in career • Developed reputation for energy, resilience and competitive drive • Promoted into Regional Sales Manager role based on performance Formative years. Learned that standards, preparation and activity discipline separate average from exceptional.