ORIGIN
HATCH is not a traditional consulting firm. It was built from years spent working inside organizations, alongside leaders, teams and boards, helping navigate growth, change and complex challenges.
The work is practical: understanding the situation, creating clarity, building the right structure and helping people move forward.
WHY HATCH EXISTS
Strong organizations are built through the details. A route, a process, a budget or a relationship can determine whether the work moves.
HATCH brings senior operational experience to organizations that may not usually have access to it.
The goal is not to add complexity.
It is to understand what matters, build the right structure and help people deliver important work from decision through delivery.
HOW HATCH WORKS
HATCH works alongside founders, Chief Executive Officers, Executive Directors, Board Chairs, Board committees and leadership teams who need experienced support turning important priorities into reality.
It also supports philanthropic families and family foundations, including those committed to giving while living.
The work is not about producing another report.
It is about understanding what is happening, engaging the right stakeholders, identifying what needs to change and staying involved until the work is moving.
01
Get across the detail, identify the real constraint and separate what matters from what is noise.
02
Speak with stakeholders across the organization to build a thorough view of the work, the friction and what people need.
03
Clarify the decisions required and create a practical way forward.
04
Create shared ownership, make responsibilities clear and build the support required to keep progress moving.
05
Follow decisions through, close open loops and stay involved until the work is genuinely progressing.
ABOUT ANDREW
Andrew is first and foremost an operator.
He has spent more than 20 years working inside organizations, private offices and leadership teams across Europe, the Middle East, Asia, Africa and North America.
The settings have changed throughout Andrew’s career, but the underlying work has not. He has repeatedly been trusted to understand complex situations, bring the right people together and turn priorities into completed work. He did not build his career inside one of the large consulting firms. His experience comes from working within organizations and being responsible for what happened next.
That gives Andrew a different perspective. He does not see numbers as entries in a spreadsheet or abstract graphics in a presentation. Behind every figure are individual people with their own circumstances who rely on an organization to meet a real need.
Whatever the assignment, Andrew keeps one question in mind: what can we do to help this organization deliver more for the people it serves?
Andrew gets across the detail, understands the wider objective and works out what needs to happen, who needs to do it and when.
He creates enough structure to keep the work moving without burying people in unnecessary process.
His authority has usually come from being prepared, dependable and useful rather than being the loudest person in the room.
WHERE IT BEGAN
Andrew grew up on the west coast of Scotland, in a small town around half an hour from Glasgow. It was a community shaped by significant social and economic hardship, but also by strong relationships and a clear sense of responsibility to others.
Both of his parents were public servants. The conversations around the family dinner table gave Andrew an early education in how public institutions affect people’s lives and what meaningful contribution looks like.
As a young man, Andrew became involved with Go For It, a local project supporting vulnerable young people. The organization gave children access to social, cultural and recreational experiences that socioeconomic circumstances might otherwise have put beyond reach.
His sister also chose a career in public service. Andrew took a different route into the private sector. That decision gave him a different but complementary education through more than two decades of building organizations, solving operational problems and working across cultures.
It also shaped how he works with nonprofit organizations today. Andrew understands the value of business discipline, but also its limits. He knows which processes can strengthen mission-driven work, which will not translate, and how to build practical systems without losing sight of people or purpose.
PRIVATE SECTOR EXPERIENCE
Andrew’s career began in financial services before moving into international private office environments where discretion, judgment and attention to detail were essential.
In his early twenties, Andrew stepped up to oversee a complex transaction involving the purchase of a private aircraft for an international dignitary. The assignment required discretion, technical detail and close coordination across advisors and jurisdictions.
It established him as a go-to person because he demonstrated a knack for getting across detail quickly, bringing order to complex situations and remaining completely current as decisions moved.
Working across Europe, the Middle East, Asia and Africa, Andrew supported families, leaders and organizations navigating complex personal, operational and business decisions.
His work included coordinating advisors and complex international projects, managing operational growth, and building systems and processes as organizations expanded.
Throughout this period, Andrew became known for getting across unfamiliar situations quickly, identifying what mattered and bringing together the people required to move things forward.
NEW YORK AND THE COVID-19 RESPONSE
At the beginning of the COVID-19 pandemic, Andrew found himself spending time in New York City.
Wanting to contribute during an extraordinary period, Andrew spent more than a year volunteering with City Harvest, New York City’s first and largest food rescue and distribution organization.
He worked on the front line at the organization’s Mobile Markets®, open-air farmers’ market-style distributions providing free fresh fruits and vegetables to communities across the city.
An opportunity then arose to serve as an administrative volunteer. Andrew supported the organization’s executive leadership team with practical work that lacked internal bandwidth, often stepping into unfamiliar problems and working out what needed to happen.
That work included:
Supported preparations for the new Sunset Park campus, including employee transportation planning.
Built a relationship with NYC Health + Hospitals and helped establish a mobile vaccination program for drivers, warehouse associates and members of the surrounding community.
Helped secure and coordinate distribution of one million COVID-19 test kits through more than 400 partner food pantries and the Mobile Markets®.
FROM VOLUNTEERING TO EXECUTIVE LEADERSHIP
Andrew later joined City Harvest as Chief of Staff to Jilly Stephens, the Chief Executive Officer. His primary responsibility was to lead the development of the organization’s next five-year strategic plan and support the wider move to the new Sunset Park campus.
Andrew developed the request for proposal, shared it with dozens of specialist consulting firms across the United States and worked with Jilly to narrow the field. He then brought the shortlist to the Board Strategic Planning Committee, coordinated the selected external strategy partner and embedded planning team, and delivered regular progress reports to Board Members at quarterly meetings.
He also supported other special projects, including work connected to God’s Love We Deliver and the sale of the Plentiful technology platform. In each case, he brought business judgment, practical follow-through and the ability to get important work moving more quickly.
Andrew is trusted because he understands both strategy and execution. He can translate leadership priorities into practical action, communicate comfortably at every level, bring people on board quickly and keep the work moving.
