Andrew Hatcher

Andrew Hatcher was born in London and grew up in Brighton on the South Coast of the UK. An unusual career began being trained as a Mechanical Engineer, then subsequently as a journalist and as a web and media technologist at Reuters in London before leaving for a 10-year trip to the US. In New York he became involved in the marketing and selling of financial services (primarily fixed income and equities) to Wall Street firms.

The rise of the web then drew him into the world of venture investment through Reuters Greenhouse and Mediaspace which in turn resulted in him developing a company-wide internal venturing system at Reuters and then starting and eventually selling a spin-out seafood trading venture in Singapore in 2002.

A return to the UK drove the next phase which included the creation of one of the UK's first Community Investment Companies (CIC) called Investing for Good which was focused on developing an investment style approach to philanthropy. This was followed by a series of startups in the training and software industries including The Working Knowledge Group and most recently The MAPP Limited which is developing the world's simplest project management system.

Since his return to the UK, Andrew has also been working in a number of non-exec roles including ones at London-based creative design agency Interstate Associates and at Cambridge Marketing Colleges where is is a Fellow. Since 2012 he has also be involved in developing Cambridge Marketing Press, a focused physical and digital publisher of content specifically related to business development and marketing.

His books include; Inventuring which describes the process of venture development inside Reuters; Services which looks at the ever-changing world of services marketing; Metrics for Marketing which is a comprehensive guide to identifying and implementing measurement systems for marketing activities; Strategic Marketing which provides a comprehensive guide to developing marketing strategies; Driving Innovation which reviews the value associated with organisational innovation and barriers to its implementation; Getting to Ten which outlines a system to manage personal impact in negotiating contexts.