Head of BI

About the role

ABOUT NOUS Nous is an AI agent that takes some of the load of life; making good decisions and acting for our users in areas where they're not the experts or aren't paying enough attention. We've started with optimising bills, where we're already saving households thousands, and are now expanding into new categories. Similar to how Amazon picked books as its first category and grew from there. We're growing fast, and it's working. 20x YoY growth makes us one of the fastest scaling startups in the UK. And NPS of +70 (higher than Apple) shows that our users love it. We've just launched two more novel new products (on top of our existing bill optimisation). Insurance: we're the first to get the regulatory approval and build the tech to actually do the full insurance discovery and purchase journey as an agent for the user (not just give them a link to the best deal). Subscription management: lots of companies use Open Banking to draw pretty graphs, we're the first to use it to actively save people money starting by cancelling unwanted subscriptions for them. It would be easy to look at this and think we've got it all figured out. But we've only scratched the surface; our ambitions are SO much higher. We're building a new category of product which is hard, so we've stacked the deck in our favour: an experienced founding team with multiple exits, and investors including the founders of Monzo, Wise, Booking.com, lastminute.com, Onfido, Funding Circle, Tide, Habito and more. Still, the problems we're solving are hard. 'Talk is cheap' applies to agents too. To have REAL impact, agents need to break out of the sandbox and take action in the real world where there are consequences. This means solving all the hard, thorny, interesting, frustrating problems the real world has to offer. ABOUT THE ROLE Across energy, mobile, broadband, insurance and subscriptions, Nous has grown 20x in the last 12 months. Our reporting hasn't always kept pace. We're hiring a Head of Business Intelligence to own this and fix it. That means you'll set the standards rather than inherit them. No legacy team, no committee, no five-year-old semantic layer you're not allowed to touch. Which cuts both ways. Take our unit economics. Revenue per household is a commercial assumption rather than a column in a table, and it varies as a function of behaviour, service lines managed, engagement. Some users are Premium, some not; some suppliers pay a bounty per switch, some pay nothing. Households change providers, cancel services, then switch again, and their value compounds over time in a complex way. Getting from a decent estimate to a genuinely defensible view of LTV, payback and cohort behaviour is one of the highest-leverage things anyone could do here, and it's the kind of problem that has no textbook answer. To get there you'll own the data foundations too: canonical definitions of our fundamental metrics, the dbt models underneath them, and the reporting that Growth, Commercial, Operations and Finance depend on. We've built quickly and there's real judgment and craft required to make that as solid as the business now requires but doing so in a scrappy and pragmatic way. You'd work directly with the senior team: CEO, Head of Finance, and the Growth, Commercial, Operations and Product leads. Your work is what the board sees. Our current stack is Postgres replicated into Snowflake via Fivetran, dbt for transformation, Omni for modelling and dashboards, Amplitude for product analytics, and Statsig for experimentation, plus a growing set of bespoke dashboarding and reporting instrumentation. KEY RESPONSIBILITIES Own the canonical definitions. Sponsor an agreed definition for each fundamental metric. Then hold the line intelligently when someone wants a subtly different version for their deck. Own the models underneath. Our dbt and Omni models have grown alongside the business, and there's a satisfying piece of work in consolidating them, moving everything onto our curr

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