In 2006, in Yorkshire, England, Michael Gould, Guy Haddleton, and Sue Haddleton studied the enterprise and saw something fragile. Finance lived in one spreadsheet. Sales in another. Supply chain guessing in the margins. They did not launch a feature. They built Anaplan, a system designed to connect decisions before they fractured. In the early innings of modern SaaS, that was a sharp bet: the future would belong to platforms that could model the whole business, not just a department.
The architecture mattered. Hyperblock technology, an in memory calculation engine, allowed multi dimensional models to recalculate in real time. Not overnight. Not after a refresh. Now. Scenario planning moved from static slide decks to living systems. If most enterprise software recorded what happened, Anaplan focused on what could happen next. That shift positioned it squarely in the strategic tier of SaaS, where planning becomes infrastructure.
Capital followed clarity. Within a year of first sales in 2010, venture funding arrived. By 2016, Anaplan had raised $240M across 5 rounds: $11.4M in Series B in 2012 led by Granite Ventures and Shasta Ventures; $100M in Series D in 2014 with DFJ Growth, Workday, and Shasta Ventures; then $90M in 2016 led by Premji Invest with Baillie Gifford, Founders Circle Capital, Harmony Partners, and earlier backers participating. The numbers were not vanity metrics. They were a referendum on category conviction.
In 2018, Anaplan listed on the New York Stock Exchange under PLAN. Four letters that doubled as a thesis. In 2022, Thoma Bravo completed a $10.4B acquisition, taking the company private and sharpening the mandate. In December 2022, Charles Gottdiener stepped in as CEO and member of the Board, inheriting more than 2,000 enterprise customers and an ecosystem of over 200 partners. The assignment was clear: convert scale into durable performance.
The leadership bench reads like a control room. Adam Thier driving product and technology. Greg Randolph owning revenue. Hemant Kapadia as CFO guarding capital discipline. Hyune Hand protecting the customer base. Jim Freeze shaping the market narrative. Carey Pellock building the people engine. Greg Giangiordano managing legal architecture. Jack Caragol and Amit Bagga extending regional strength. Bill Guilmart and EJ Tavella pushing AI and integrated applications deeper into the platform. This is operational design, not ornament.
Thoma Bravo has characterized connected planning as a $20B+ opportunity. That framing matters. In a volatile macro cycle, planning is not a back office exercise. It is a competitive weapon. Anaplan sits where finance meets forecasting, where sales meets supply chain, where workforce planning meets capital allocation. In the upper tier of enterprise SaaS, that convergence is where long term leverage lives.
A plan is a hypothesis about the future. Anaplan built a machine to test that hypothesis at scale. The companies that win in this decade will not be the ones with the loudest dashboards. They will be the ones with the clearest models. Anaplan is betting the enterprise wants clarity, and the market has already shown it is willing to pay for it.
