Anuraag Jain

I've spent most of my career inside growing technology companies — building platforms, leading teams, and sitting in the uncomfortable space between ambition and reality.

I entered the UK technology industry in the late 1990s without a computer science degree. What I had was a belief that if I stayed in the room long enough, I would figure it out.

At Betfair, I helped build the core systems that took the business from £1m to £1.6 billion in annual revenue — during the period when online betting was being invented in real time. The platform everyone said would break under volume didn't.

At The Hut Group, I led technology teams of 50+ across a platform supporting 20 million SKUs across 45 international white-label sites, through the period preceding the company's £5.4B public offering.

Over time, a pattern becomes hard to ignore: the hardest decisions aren't technical. They're the ones made early, with incomplete information, that quietly shape everything that follows.

After years of debugging production systems, I started noticing the same failure patterns in the humans running them — including myself.

At the peak of my career, I hit an invisible ceiling. I had helped build the technical engines behind two billion-pound public offerings. And I was completely frozen.

The recovery became a framework. By mapping AI architecture directly onto neuroscience and licensed NLP methodology, I built what I now call Technical Manifestation — a system for rewriting your subconscious operating system with the precision of an engineer.

That work became the book Prompt Engineering the Subconscious.

Read more about the book →

I’ve spent most of my career inside growing technology companies — building platforms, leading teams, and sitting in the uncomfortable space between ambition and reality.

Over time, a pattern becomes hard to ignore: the hardest decisions aren’t technical. They’re the ones made early, with incomplete information, that quietly shape everything that follows.

The Chief AI Officer role exists because AI amplifies those moments. It turns small assumptions into long-lived commitments.

My job in this role is not to have all the answers. It’s to help leadership teams ask better questions, notice where certainty is being assumed too early, and make decisions they’ll still be comfortable owning a few years from now.

If you'd like to explore whether this engagement makes sense for your business, the best first step is a direct conversation.