Malcolm Seagrave is chief executive of Hedgehog Lab, a Newcastle upon Tyne digital products 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 was certified as a B Corp in February 2026 with a B Impact score of 91.7 and launched a Social Value Fund financed with a percentage of client revenue. BGF-backed businesses also have offices in Leeds, Edinburgh, London and Sofia.
He told Business Matters why he admires mavericks, what he learned from taking jobs for money, and why he puts relationships ahead of a single transaction.
What are you currently doing in the hedgehog lab?
I am the Chief Executive Officer at hedgehog lab. We are a digital product studio headquartered in Newcastle upon Tyne, bringing AI original product engineering, design and delivery to our studio with a 20 year track record. We work with many of the biggest and most ambitious brands in the world.
I am also proud to say that we have recently been certified as B Corp, joining the 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 must go together.
What is the inspiration behind your business?
The original name of the hedgehog lab was inspired by Jim Collins’ book Good to Great. Our business has come a long way since then and, as we have evolved in the process, we are now walking on the edge of innovation, pushing the boundaries for our clients and acting as changemakers together with individuals in organizations who aim to make a difference.
A core value that remains 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 we use to ensure we add value to the communities we are part of, supporting charities and projects that make a difference.
Who do you admire?
Closely related to the previous question, I admire mavericks: those brave people who are out there pushing the boundaries of thought, technology and reinvention. There are so many things to say, both internal and external, but what connects them is curiosity, a willingness to challenge established thinking, and the courage to pursue an idea before others see its potential.
This is what I love about the Changemaker Club events: the opportunity to spend time with people who bring a different perspective and challenge my own thinking. These conversations often give us new questions, new ideas and a new sense of what we can do.
It’s the 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?
That’s a big question. I would probably call out one thing on a personal level: take a job for money alone.
Looking back, I would have asked more and looked beyond my own offer. Who will I work with, what will I learn, and do the organization’s values align with my own? Money is important, sure, but it’s only one part of what makes a career worthwhile.
Be sure to do your due diligence before making the next move. This was a mistake I made early in my career, and learning from it has served me well over the years.
What defines the way you do business?
I am a connector. My first thought was how I could help. Sometimes that leads to business, but relationships are always more important to me than individual transactions.
Over time, an approach that has built trust, created value and led to a lifetime of relationships that I value more than anything. For me, doing business is about sharing, following up and being a go-to person.
Connecting people comes naturally to me, and seeing something useful grow from an introduction is hugely rewarding. It is, without a doubt, my superpower.
What advice would you give to someone starting out?
Building on what I’ve said, my advice is to make time to network. The ability to build and nurture relationships is a core skill for future leaders, and it’s something you can start developing from today. Ask yourself, be curious, and attract people beyond your role or industry.
This can feel uncomfortable at first, and it’s easy to throw off when you get busy. But don’t wait until you need a new job or an introduction. Make it a regular part of the way you work. You don’t 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: new perspectives, advice, support, friendships and opportunities you never anticipated. For me, the payback has been huge, both personally and professionally. Start with how you can help others, and give the relationship time to grow.