Getting to know you: Malcolm Seagrave, CEO, Hedgehog Lab

Malcolm Seagrave is chief executive of Hedgehog Lab, the Newcastle upon Tyne digital product studio that designs and builds software for clients, including those in regulated industries.

He was promoted to the role in March 2026 after 18 months as UK managing director, a month after the company certified as a B Corp in February 2026 with a B Impact score of 91.7 and launched a Social Value Fund financed by a percentage of client revenue. The BGF-backed business also has offices in Leeds, Edinburgh, London and Sofia.

He tells Business Matters why he admires mavericks, what he learned from taking a job for the money, and why he puts relationships ahead of any single transaction.

What do you currently do at hedgehog lab?

I am the Chief Executive Officer at hedgehog lab. We are a digital product studio headquartered in Newcastle upon Tyne, bringing AI-native engineering, design and product delivery in a studio with a track record of 20 years. We work with many of the world’s biggest and most ambitious brands.

I am also proud to say that we have recently been certified as a B Corp, joining a global community of businesses that meet high standards of social and environmental performance, transparency and accountability.

This accreditation is an important milestone because it formalises something we have believed for a long time: building great technology and building a better future should go hand in hand.

What was the inspiration behind your business?

The original name of hedgehog lab was inspired by the Jim Collins book Good to Great. Our business has come a long way since then and, having evolved in the process, we currently operate at the edge of innovation, pushing the boundaries for our clients and acting as changemakers alongside individuals within their organisations who aim to make a difference.

One core value that has remained at the forefront of everything we do is the culture we maintain, which makes people our greatest asset.

We also operate a Social Value Fund, which is used to ensure we add value to the communities we are part of, supporting charities and projects making a difference.

Who do you admire?

Very closely linked to the previous question, I admire the mavericks: the brave individuals who are out there pushing the boundaries of thinking, technology and reinvention. There are too many to call out, both internally and externally, but what connects them is their curiosity, their willingness to challenge established thinking, and their courage to pursue ideas before others see the potential.

It is something I particularly value about our Changemaker Club events: the opportunity to spend time with people who bring different perspectives and challenge my own thinking. Those conversations often leave me with new questions, fresh ideas and a renewed sense of what is possible.

It is that restless push for change, combined with the determination to make things better, that I find so compelling.

Looking back, is there anything you would have done differently?

It is a great question. I would probably call out one thing at a personal level: taking a job for money alone.

Looking back, I would have asked more questions and looked beyond the offer itself. Who would I be working with, what would I learn, and did the organisation’s values align with my own? Money matters, of course, but it is only one part of what makes a career move worthwhile.

So be sure to do your due diligence before making the next step. It is a mistake I made early on in my career, and learning from it has served me well over the years.

What defines your way of doing business?

I am a connector. My first thought is always about how I can help. Sometimes that leads to business, but the relationships have always mattered more to me than any individual transaction.

Over time, that approach has built trust, created value and led to a lifetime of relationships that I value more than anything. For me, doing business is about showing up, following through and being someone people can turn to.

Connecting people comes naturally to me, and seeing something worthwhile grow from an introduction is hugely rewarding. It is, without doubt, my superpower.

What advice would you give to someone starting out?

Building on what I have already said, my advice would be to make time for networking. The ability to build and nurture relationships is a core skill for future leaders, and it is something you can start developing from day one. Get yourself out there, be curious, and take an interest in people beyond your immediate role or industry.

It can feel uncomfortable at first, and it is easy to put it off when you are busy. But do not wait until you need a new job or an introduction. Make it a regular part of how you work. You do not need to be the loudest person in the room; listening, asking thoughtful questions and following up can make a real difference.

The value comes in many forms: fresh perspectives, advice, support, friendships and opportunities you might never have anticipated. For me, the payback has been on many fronts, personally and professionally. Start with how you can help someone else, and give those relationships time to grow.

Read the full article →