Currently Open to - Non-exec, Chair and advisory roles.

After nearly two decades building hedgehog lab, I stepped down as CEO at the end of 2025. I am now taking a breath, exploring new horizons and rediscovering who I am beyond the singular identity of founder.

When you build something for twenty years, it becomes hard to know where the company ends and you begin. Stepping away has meant rediscovering the edges of my own identity. It is uncomfortable and quietly exciting in equal measure.

What I built at hedgehog lab still matters to me. We grew from two people with laptops and borrowed furniture in a warehouse unit to a global digital product consultancy working across the UK, US and Europe. 

Along the way we raised nearly £10m across three PE transactions, navigated two major turnarounds including Covid and the 2023 market crash, acquired a company, and built a culture that consistently earned recognition as a great place to work. I am proud of what we created and the people who made it possible.

Today I serve as a Non Executive Director at Northumbria Healthcare NHS Foundation Trust, where I focus on digital transformation and governance. I also chair Health Call, a digital health company building products that improve care across the NHS. 

Both roles reflect something I have believed for a long time: technology is most meaningful when it serves people.

I continue to mentor founders and leaders navigating the messy reality of building and scaling businesses. I am also open to advisory and non executive roles, and curious about what else lies beyond the horizon.

If any of that resonates, I would love to connect.

Sarat Pediredla

📢 Some BIG news from me to begin 2026! 

After almost nineteen years at hedgehog lab, I have reached the moment where it feels right to step aside and make space for the next chapter of leadership. 

This company has shaped almost every part of my adult life. It has stretched me, grounded me, humbled me and given me more purpose than I ever expected when we started with two laptops, some broken furniture and a warehouse unit that rattled in the wind.

The journey has been full of moments I will never forget. The early scrappy wins that convinced us we might actually make it. The years of learning how to lead while building a culture that felt human. The surreal milestones where we found ourselves working with global brands or opening new offices. The tough seasons too, from painful restructures to the burnout I walked through in 2023 and 2024. Each high and low shaped me in ways I am still processing.

What stands out most as I look back is the people. There are far too many to thank in a single post, and I am not going to spam your feed with a long list, but please know this. I will reach out to each of you, because none of this would have existed without the countless hands, minds and hearts that helped build what started as a twenty five year old’s pipe dream.

I believe now is the right time to hand over the reins. I am proud of the Executive team we have built. They bring clarity, energy and a renewed sense of direction and I have complete confidence that they will take the company further than I ever could. I will step down as CEO immediately and support the business as an Advisor for the next twelve months.

As for what comes next, I am going to slow down. My family has carried the weight of my ambition and identity for many years and they deserve more of me now. 

After some rest, I will take my time exploring where I want to spend the next 20 years of my professional life. In the short term, I am open to advisory and non executive roles, so if you feel my experience could help, I would love to talk.

I leave with immense gratitude, pride and joy. Titles change. Chapters close. But once you learn to be the hedgehog, you never quite stop. 

#foreverahedgehog

Sarat Pediredla 

CEO & Founder in Consulting w/ PE experience | NED & Chair | Scaling digital companies through culture, growth, turnarounds & transformation | 🏆 AI 100 UK | 🏆 BIMA 100

💡 Excited and nervous to share this finally! I've had this idea for 10 years. I'm finally building it.

If you've spent the last three years running a consultancy or agency, you know how hard it's been. I've watched friends make redundancies they never thought they'd have to make. Studios closed. Founders burn out or sell for less than they deserved.

And through all of it, the tools that were supposed to help? Most of us see them as a necessary evil at best.

I'm building something different. A thinking partner for consultancy leaders, not another database to administer.

It's called thredspan. Professional Services Intelligence.

We've got 3 early pioneers helping shape what this becomes. I'm looking for 7 more to complete a founding cohort of 10.

I wrote about why in this article. If you run a consultancy or agency, I'd love to know if it resonates.

#thredspan #seearoundcorners #focusongreatwork

For 19 years I ran hedgehog lab, a digital product consultancy. And for most of those years, I wrestled with a problem I couldn't solve. It wasn't the

Open article: thredspan - Building Professional Services Intelligence by Sarat Pediredla • 3 min read

thredspan - Building Professional Services Intelligence

Accenture acquiring Faculty for billion dollars (or so) is one of those deals that tells you more about where the market is heading than about either company individually.

Faculty has spent a decade building something genuinely AI-native. Not AI bolted onto existing services, but AI as the foundation. Their work with the NHS during COVID, their safety work with OpenAI and Anthropic, their decision intelligence product. This is what it looks like when AI is the starting point rather than the add-on.

The signal here is clear. There is no separate “AI market” anymore. AI is simply how technology gets built now. Every digital product, every software platform, every consultancy engagement will be AI-native or it will be irrelevant. The days of AI as a distinct service line are ending. It’s becoming the water, not the fish.

Marc Warner becoming CTO of the entire company is the tell. This isn’t a tuck-in acquisition. This is Accenture admitting they need to rewire how they think about technology from the top.

The question is whether Faculty’s culture and approach can survive inside a 784,000-person organisation built around a very different model. Specialist acquisitions by large consultancies have a mixed track record. The thing that made them special often gets absorbed into the machine.

What I find most interesting is what this signals for the market. If Accenture needs to acquire AI-native capability rather than build it, that says something about the opportunity for consultancies that are AI-native from the ground up. 

Plenty to still play for. Feels like the mid 90s with the Internet. Exciting times!

For most of my early years at hedgehog lab, I was the primary commercial driver. 
 
When I co-founded the company in 2007, I did not think of myself as a salesperson. I was a technologist who happened to start a business. But the work needed to come from somewhere, and for most of the journey, that responsibility sat with me.
 
I originated most of our key accounts. I led the pitches. I built the relationships that turned into long-term clients. For a long time, I thought this was just what founders did.
 
Over 18 years, I learned a few things that might be useful if you are in a similar position.
 
𝗟𝗶𝘀𝘁𝗲𝗻𝗶𝗻𝗴 𝗯𝗲𝗮𝘁𝘀 𝗽𝗿𝗲𝘀𝗲𝗻𝘁𝗶𝗻𝗴. The best opportunities I ever won came from understanding what the client actually needed, not from presenting what we wanted to sell. I used to walk into pitches with a deck full of capabilities. The wins came when I put the deck down and asked better questions. What is the real problem you are trying to solve? What does success look like for you personally, not just the business? What have you tried before that did not work?
 
𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 𝗰𝗼𝗺𝗽𝗼𝘂𝗻𝗱 𝗼𝘃𝗲𝗿 𝘆𝗲𝗮𝗿𝘀, 𝗻𝗼𝘁 𝗺𝗼𝗻𝘁𝗵𝘀. Some of our biggest clients came from connections I made five or ten years earlier. Not because I was strategically nurturing them, but because I stayed curious about people and kept showing up. Consultancy sales is a long game. The founders who treat it as transactional tend to struggle.
 
𝗬𝗼𝘂𝗿 𝗿𝗲𝗽𝘂𝘁𝗮𝘁𝗶𝗼𝗻 𝗶𝘀 𝘆𝗼𝘂𝗿 𝗽𝗶𝗽𝗲𝗹𝗶𝗻𝗲. We spent years chasing new logos before I understood that the clients who already trusted us were the real growth engine. Referrals and repeat business built most of what we became. The energy I put into new business would have been better spent making existing clients genuinely successful.
 
𝗬𝗼𝘂 𝗵𝗮𝘃𝗲 𝘁𝗼 𝗯𝘂𝗶𝗹𝗱 𝗯𝗲𝘆𝗼𝗻𝗱 𝘆𝗼𝘂𝗿𝘀𝗲𝗹𝗳. This was the hardest lesson. I was comfortable being the commercial engine. It felt safe. But it also meant the business depended on me in ways that were not sustainable. I started building broader commercial capability later than I should have. If you are the founder and you are also the primary seller, that is fine for a while. It is not a permanent strategy.
 
If you run a consultancy and you recognise yourself in this, you are not alone. Most founders I mentor carry the same weight.
 
The path to distributing commercial responsibility is not obvious. But I think it starts with being honest about the dependency.

Since 2003, I have been helping global clients build and expand their Technology teams and deliver key projects & programmes of work. I use a customer centric approach in-order to develop long term client and candidate relationships; where strategic partnerships are formed allowing for the provision of a seamless recruitment process.

 𝐀𝐬 𝐚 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬 -
✅Do you have a requirement to grow your Data, Tech or Digital teams? 
✅Are you having trouble filling your current vacancies? 
✅Are you frustrated with the quality or lack of candidates received through your current processes? 
✅Is your recruitment process causing delays to projects and impacting budgets? 
✅Would you like more reliable market information in-order to make clearer strategic hiring decisions? 
✅Is your current agency relationship purely transactional with no added value? 
✅Are you considering amending or adding to your preferred supplier list?  

 𝐀𝐬 𝐚 𝐜𝐚𝐧𝐝𝐢𝐝𝐚𝐭𝐞 -
✅Are you currently considering your next move or looking for new opportunities?
✅Do you require specific market insights or advice?
✅Would you like support creating or refining your CV or LinkedIn presence?
✅Do you need assistance with interview preparation?

 If any of the above resonates with you, I can help. Here is what I can offer - 
💡20 years Tech recruitment experience, resulting in extensive networks and connections. 
💡A true customer centric approach, ensuring my customers’ needs are at the forefront of everything I do.  
💡Demonstrable record delivering Contract, Permanent and Statement of Work solutions 
💡Proven experience delivering on requirements across the full technology landscape. 
💡Extensive market knowledge and insights.
💡Over 1,200 placements made with clients globally.
💡A track record of supporting Global organisations through to SME’s. 
💡Numerous long standing client relationships; lasting over 10 years. 
💡Diverse industry experience spanning Consultancy, Pharma/BioPharm, E-commerce, Fintech, Transport.
💡Over 100 customers supported with their resourcing and project delivery requirements.

Please feel free to contact me at - 

Adrian@exalto-consulting.com 
Direct message via LinkedIn
www.linkedin.com/in/adrianprodger 
www.exalto-consulting.com  

𝐒𝐩𝐞𝐜𝐢𝐚𝐥𝐭𝐢𝐞𝐬:- Programme/Project Management, Business Analysis, Architecture, Software Engineering, Data Science, Data Engineering, Testing, DevOps/Platform Engineering, AI/ML.

Adrian Prodger

Happy New Year 🎉Wishing you all a fantastic 2026❗

Just a quick message to wish my network all the very best for 2026. 

After a great Christmas and New Year with the family, including a few days in sunny Spain. It’s great to be back in the office and excited to see what 2026 has in store.

If you're considering a change of role, looking to grow your tech/data teams, or require any market specific information, please don't hesitate to get in touch.

Have a great week 😀

Helping clients build their tech teams and deliver key projects since 2003. Podcast host 🎙️#CultureCorner

🚩 Job advert red flags 🚩 

Are you scaring away great talent? The smallest details in job adverts can make or break your chances of attracting the best candidates. 

Many job seekers will consider the below as major red flags in job ads.

🌴 Minimal annual leave: In today's competitive market, offering generous annual leave helps to attract great people. There is a real focus on work life balance. 

💸 Lack of salary information: Transparency is key. Job ads without clear salary information are often disregarded by potential candidates. 

❌Buzzwords: Terms like "work hard, play hard" can actually deter a large number of applicants. Focus on clear, honest descriptions of the role and company culture. 

🌍 Diversity and inclusion: An "About Us" page or company board that lacks diversity can be a significant red flag. Showcasing a diverse and inclusive workplace is essential to attracting a wide range of candidates. 

📜Long list of required skills: A lengthy list of requirements can be intimidating and may discourage qualified candidates from applying. Focus on the most essential skills and qualifications

🎁No mention of benefits: Candidates are often looking for more than just a salary. If a job advert doesn't mention benefits it can be a major turn-off

What else would you include❓

New year, new job❓

If you're looking for a new job, your network is your superpower❗

The current tech market is fiercely competitive; many roles are snapped up before they even hit the open market. 

So, how do you give yourself a competitive advantage to secure opportunities that never make it to job boards? 

Network❗The following are good places to start - 

💡 Industry conferences and tech meetups – engage with decision-makers from various companies, industry thought leaders, attend panel discussions, and connect with recruitment teams.

💡 Hackathons and coding challenges – showcase your skills while collaborating with peers and potential employers.

💡 LinkedIn and online communities – connect with hiring managers at companies you’d like to work at. Join relevant focused groups, participate in discussions and share insights.

💡 Webinars and virtual networking events – interact with professionals worldwide and learn from industry leaders.

 💡 Past colleagues and university networks – reconnect with former work and university colleagues who may have valuable connections.

 💡 Speed networking events – structured sessions designed to maximise connections in a short time.

 💡 Career fairs – meet hiring managers directly and explore future opportunities.

How to make the most of networking – 

 ✅ Be proactive – don’t wait for opportunities; reach out, engage, and start conversations.

 ✅ Have a strong online presence – share insights, comment on industry trends, and showcase your expertise.

 ✅ Prepare your introduction – be ready to introduce yourself and highlight your skills concisely.

 ✅ Follow up – a simple message after an event can turn a brief interaction into a lasting relationship.

 ✅ Offer value – networking isn’t just about asking for help; share knowledge, support others, and build genuine connections.

 ✅ Attend events with a strategy – set clear goals for each networking event, whether it’s meeting potential employers or expanding your industry knowledge.

 ✅ Engage in meaningful conversations – focus on building genuine connections rather than just collecting business card.

What else would you include❓

10 Leadership Pivots for 2026 ❗

This is an interesting article by Forbes if you’re a tech leader facing increased budget scrutiny, tighter governance, or the constant tension between innovation and risk.

According to Forbes, the real leadership pivot ahead isn’t about adding more tools or tightening processes. It’s about creating environments where psychological safety, human capability, and clear AI guardrails drive performance, not burnout. In a world of constant disruption, these are no longer “nice to haves”; they’re competitive advantages.

2026 won’t reward the loudest leaders, the fastest adopters of AI, or the most aggressive growth plans.

It will reward leaders who know when to lean into technology and when to double down on people.

A few of the leadership shifts that stood out for me:

💡 Rethink the role of middle managers
Middle managers sit at the point where strategy either becomes reality or quietly breaks down. Yet they’re often under-supported, over-stretched, and expected to “just cope”. Investing in their coaching, decision-making and people leadership skills is one of the highest leverage moves leaders can make.

💡 Make feedback part of the culture, not an event
High-performing teams don’t wait for performance reviews to have honest conversations. Leaders who normalise feedback upwards, sideways and downwards, create teams that adapt faster, learn quicker, and avoid small issues becoming big problems.

💡 Revisit cultural norms and values
As organisations scale, restructure or adopt AI, culture doesn’t stay still. The most effective leaders are intentional about defining who they are, what they stand for, and how decisions get made, especially when things are uncertain or uncomfortable.

💡 Build peer support, not just top-down leadership
Community isn’t a soft concept; it’s a performance driver. Peer support creates space for shared learning, challenge and belonging, all of which fuel innovation and resilience in fast-moving tech environments.

What would you add to this list?

Open article: Top 10 Leadership Pivots Every Leader Should Make in 2026 by forbes.com

Top 10 Leadership Pivots Every Leader Should Make in 2026

taplio

The Battle

Sarat Pediredla

Adrian Prodger

Followers

Posts

Engagements

Likes

Performance ScoreSarat Pediredla's LinkedIn Performance

Performance ScoreAdrian Prodger's LinkedIn Performance

Ready to grow your LinkedIn presence?

taplio

The Battle

Sarat Pediredla

Adrian Prodger

Followers

Posts

Engagements

Likes

Performance Score.css-goub6s{font-size:var(--chakra-fontSizes-md);font-weight:500;color:var(--chakra-colors-gray-600);display:block;margin-top:var(--chakra-space-1);}Sarat Pediredla's LinkedIn Performance

Performance ScoreAdrian Prodger's LinkedIn Performance

Ready to grow your LinkedIn presence?

Performance ScoreSarat Pediredla's LinkedIn Performance