Hatch Advisory builds the machinery that turns strategic direction into verified results: the operating model, the accountability structure, and the reporting that keeps implementation aligned with the vision. Principal Nolan Foster, CFA, MBA is a former Chief Operating Officer. Most of that work has been done at tables where the decisions get made, and he stays through implementation rather than handing over a report.
Hatch Advisory serves organizations that are optimizing, refining, or scaling, across the public sector, Indigenous organizations, and the private sector. Engagements are delivered directly by the principal, working with leadership teams, existing advisors, and governing bodies.
Organizational structure, roles, decision rights, and accountability. Operating-model design, build, and integration, with performance-management systems run at the ideal cadence, along with board and committee reporting built to inform action.
Change readiness assessment, change strategy and implementation, post-acquisition integration, culture change, and the management of structural and operational transitions.
Leadership team development, management capacity-building, and culture improvement: leadership and executive development, respectful-workplace and safety compliance, difficult-conversations capability, and the accountability enforcement that makes cultural standards real. Structured group facilitation, from board and executive sessions to large-group forums, and executive-level leadership of complex, multi-party initiatives from scoping through delivery.
Strategic and business planning carried through to an execution framework: named workstreams, milestone schedules, single-point accountability, and a board-ready reporting cadence. Strategic plans are judged by whether they get implemented, and the work is structured accordingly.
Business process analysis and redesign, operational reviews, and implementation of improved processes with measurable outcomes. Procurement support alongside: scopes of work, deliverable validation against approved plans, and vendor risk management.
KPI framework design and implementation, goal-setting methodology, multi-cadence performance planning, and assessment of existing measurement systems against organizational objectives. Organizational and service level, not individual surveillance.
Financial verification runs underneath the work. Grounded in the CFA charter and a career in financial services: financial performance analysis, forecasting, budget discipline, cost-benefit assessment, business case development, and the verification that spending and deliverables match the approved plan before anything goes forward for decision.
Hatch Advisory's service lines are organized against the Government of Canada's ProServices framework, Streams 9 and 10: business analysis and consulting, organizational development, business process, change management, performance measurement, facilitation, project leadership, and financial analysis.
ProServices pre-qualification is in progress. Hatch Advisory is not yet an active supply arrangement holder; the framework is referenced here to describe how the practice's billable workstreams are structured.
IBD registration is a procurement eligibility, not a claim of cultural or governance expertise. In work with Indigenous organizations, Hatch Advisory brings operator and organizational-design depth, and builds contextual competence by working alongside established relationship-holders and each organization's existing advisors.
The practice's role is to build and orchestrate: the operating model, the accountability structure, the execution architecture. Community knowledge, legal counsel, land use, and finance expertise stay where they already live, with clean interfaces to each.
At a BC-based private credit asset manager: role definition, decision rights, and performance management at weekly through annual cadences, with standing board and committee work in the seat. The organization delivered record capital growth, revenue, and EBIT improvement, and a successful acquisition outcome.
Four years as the point person between a Schedule 1 Bank and credit union executives across Canada, many of them arms-length owners of the institution: no authority over any of them, and regular presentation to and advisory work with elected boards. It is a different discipline from serving traditional clients, and the anchor experience behind Hatch's work with governance bodies and member-owned organizations.
Sponsored the retirement of a multi-year in-house platform and its replacement with specialist third-party systems. The decision was not won on authority: an independent external assessment and an invitation-only request for information to market, led personally, brought the executive to alignment, the dissenting voices included. The migration followed through vendor negotiation, change management, and the mapping of millions of records, with a substantially reduced exit penalty negotiated on the remaining vendor contract.
Post-acquisition integration across every business function and 25 people; every executive, owner, manager, and key player at both companies. Roughly $800 million in combined assets under management, headcount growing from 35 to about 60. The priority items closed inside four months against a timeline that normally runs considerably longer, and he ran the combined operation afterward.
Bank-side lead across multiple third-party fintech lending partnerships at a Schedule 1 Bank, with accountability for the financial performance of five business lines and responsibility for program governance, risk, and operational integration. The mandate included a reverse mortgage partnership governed from executive approval through launch to more than $50 million in originations in year two and $100 million in year three.
Established a Joint Occupational Health and Safety Committee and brought an organization into WorkSafeBC compliance from top to bottom: bullying and harassment policy, reporting and investigation procedures, worker and supervisor training, built to carry substantive physical and psychological safety outcomes rather than to satisfy a compliance checkbox. The starting state was entrenched avoidance of conflict with no formal path for complaints. The outcome was process people actually used.
Customer complaints reduced 95% through operational redesign at an IT services client. Out-of-order credits reduced by over 80% on a $600 million book at a Schedule 1 Bank through process standardization and governance.
For procurement inquiries, capability questions, or references, reach out directly.
info@hatchadvisory.ca