This is how the co-founder of Hatch envisions a more inclusive and equitable world through social impact

“At Hatch, my role is akin to a bridge builder, a puzzle solver — but not in the traditional sense. I don’t assemble highways or fit simple shapes; I work with people, piecing together fragments of their experiences to help them construct a future they might have never envisioned.

Everyone who walks through our doors brings a story — a mix of challenges, talents, and potential. My job is to help them find the missing pieces and lay out a roadmap to success.

Still, we’re not just imparting skills in digital marketing or design. Our work is about helping people see how seemingly disjointed parts of their lives can come together — how their experiences, no matter how small or inconsequential they might feel, have a place in the bigger picture of their potential.

It’s about mentors, opportunities, and connections that make a difference. It’s like solving a complex jigsaw puzzle where each piece, each choice, and each story eventually reveals an image uniquely theirs. What we build at Hatch isn’t merely a career — we create pathways that let people walk towards futures they didn’t think were possible.

When people call our work brave, it’s humbling. When they describe it as much-needed, it’s grounding. But beyond the accolades, my hope is that what we do sparks curiosity—that it nudges people to ask deeper questions about opportunity, equity, and what it means to truly live. If we can do that, challenge assumptions and open doors to new possibilities, then we are on the right path.

What keeps me moving

Increasingly, people’s barriers are daunting: access to education, financial limitations, and societal stigmas that lock people out of opportunities. I’ve always believed that the world should be a more equitable place, and at Hatch, we make it our mission to tear down those barriers.

When you empower someone to pursue their passions, it transforms their families, their communities, and the industries they touch. Our work matters for the individual and everyone in their orbit. That’s why what we do is essential — it’s a step towards creating a world where people aren’t confined by circumstances but are given the tools to overcome them.

Success, to me, is about seeing people who feel stuck find clarity. It’s about individuals realising what matters to them and turning it into something meaningful. Technical skills are just part of it; the real magic is rediscovering what drives them.

But we’re not there yet — far from it. So many people still feel lost in roles that don’t resonate, unsure of their direction. That feeling of being trapped — that’s what we’re fighting against with Hatch. We’ve made progress, yes, but the road ahead remains long. Still, that challenge is what excites me. It’s what pushes us to keep moving.

If success were guaranteed, Hatch would not just empower individuals — we’d transform how society approaches its most entrenched challenges. Our ultimate aspiration would be to build partnerships with like-minded organisations, tapping into the digital world to reimagine solutions to issues like loneliness and inequality.

For me, digitalisation isn’t only a tool for finding a job; it’s a key to unlocking social mobility and creating previously unimaginable avenues. Imagine what happens when you start viewing the digital space as a force for social change — collaborating with global partners to address systemic problems at scale. Hatch wouldn’t simply be about skill-building; we’d drive change across industries, communities, and beyond.

“You are not your work.”

Still, there are moments when the weight of it all feels overwhelming. Leading Hatch means carrying the responsibility not only for our learners but also for our partners and our team. Every decision we make has tangible consequences — a burden comes with steering the ship to ensure we stay true to our mission, especially in the most challenging times.

In the beginning, I remember sitting in meetings and feeling like I was asking and answering my questions — the pressure of trying to be everything everyone needed. It’s a heavy mental load that’s often unspoken, but it’s something I carry with me every day.

If I could return to the night before I took on this role, I’d tell myself three things: work is work — you are not your work. Separate your identity from what you do because while the mission is essential, you must preserve yourself to see it through. I’d remind myself to recognise when it’s time to step back.

Leadership isn’t about being the right person for everything; it’s about knowing when others should take the lead. And lastly, I’d tell myself to fight relentlessly for what I believe in. There will be obstacles and days when nothing seems to work, but staying committed is crucial.

What gives me hope, especially given the state of the world today, is the growing recognition that systemic challenges can’t be ignored anymore. The pandemic forced massive shifts, and with them came a deeper understanding of the need for change.

More organisations are focusing on helping the underemployed or transitioning into new careers, and there is an increasing emphasis on using digitalisation for social good. That collective momentum gives me hope — the knowledge that we are part of a movement committed to ensuring no one is left behind in this new economy.”