We're not looking for a traditional CTO - Anyfin

The foundation is built. The real expansion starts now.

We've already helped a lot of people in debt take back control of their finances. But we're moving to a much larger scale, extending the journey toward lasting financial stability and wellbeing for more people across Europe. We're profitable. We're regulated as a kreditmarknadsbolag, a licence that lets us operate across the entire EU. Germany is growing fast and Sweden and Finland is strong markets. Our 2030 ambition is to be a pan-European company. That future is genuinely exciting and not fully written yet.

The team is small and intentionally so. We're not trying to build a massive organisation. We'd rather have fewer people who want to do the exceptional and sometimes the unthinkable. People who trust each other, move fast and care about doing things properly. That's the culture we've built and it's something we're protective of.

AI is a big part of how we work. Not just as a strategy, but something that's lived and breathed across engineering, analytics, operations and product development. We're building internal tooling on frontier models and we believe the way strong product and engineering organisations operate is changing quickly. This role requires someone who genuinely believes that too.

What the role actually is

You'll own the full technology function. That means setting direction, building the team, making trade-offs between speed and quality, and being a real contributor in leadership discussions about the business, not just the technical ones.

This role is inherently cross-functional. The CTO's scope isn't tech alone, it's how technology creates value across every part of the business. How engineering decisions shape customer behaviour and the product experience. How technical choices affect our ability to expand, comply, and compete. We don't really think of "the business" and "tech" as separate conversations.

You'll be close to the work. Not because we expect you to write production code every day, but because we think good technical leadership requires genuine proximity. Something that's just lived and breathed, not performed. You must be the kind of person who finds that energising rather than beneath them.

The problems ahead of us are not just engineering problems. They're business problems, AI problems, regulatory problems and organisational problems at the same time. Credit decisioning across markets. Payments infrastructure. Scaling internationally. Multilingual AI systems. Understanding how customers actually behave and interact with financial products. Building a team that stays strong as we grow.

You'll need to hold all of that.

What we think matters