From Corporate Cubicle to Tech Visionary: The Charles Anthony Yu Story
When technology entrepreneur Charles Anthony Yu discusses innovation, he deliberately avoids industry jargon and flashy terminology. You won't hear him wax poetic about "disruption" or fixate on the latest technological gadgets. Instead, his conversations consistently return to human stories—the business owners sacrificing family time, entrepreneurs drowning in administrative tasks, and companies hindered by outdated paper-based systems.
The Human-Centered Foundation of Hatchit Solutions
This people-first philosophy forms the bedrock of Hatchit Solutions, the Cebu-based technology firm Charles established and currently leads as chief executive officer. A decade after its modest inception, Hatchit has evolved into a team exceeding thirty professionals, developing customized software solutions for diverse sectors including retail, logistics, property management, and payroll services. However, this growth trajectory was far from straightforward.
Humble Beginnings and Transformative Failure
Hatchit's origin story doesn't involve venture capital funding or meticulously crafted business plans. The company began with five recent computer science graduates—colleagues who spontaneously decided to create websites and basic business systems for acquaintances and relatives. Their initial projects were small-scale and informal, providing income that barely covered expenses yet offering invaluable real-world experience.
This early work revealed a crucial insight: businesses required comprehensive systems rather than mere software applications. The team's perspective sharpened significantly when they participated in a UnionBank hackathon in Cebu. Although they didn't secure first place, judges were sufficiently impressed with their concept to create a special second-place award specifically for them.
Rather than celebrating this achievement, the team made a strategic decision: they invested their prize money in airfare and Manila accommodations to compete against more experienced, polished teams. They didn't win this subsequent competition either, but Charles reflects that "that trip changed everything." Exposure to Manila's competitive technology ecosystem highlighted deficiencies in their approach and underscored that execution, context, and practical application mattered more than innovative ideas alone.
The Corporate Awakening and Entrepreneurial Calling
Charles' journey toward entrepreneurship followed an unconventional path. Like many young professionals, he initially pursued stability through employment at a Japanese corporation in Cebu. While appreciating the disciplined, efficient work culture, he found the rigid schedules, strict controls, limited internet access, and highly structured environment increasingly constraining.
"I had my own cubicle. Very quiet. Very strict," he remembers. "Internet use was restricted. Time was monitored to the minute. By the third day, I knew it wasn't for me." This realization stemmed not from laziness but from a profound desire to create, build, and develop something dynamic and meaningful.
Leaving corporate security was challenging yet necessary for authenticity. Charles returned to entrepreneurship, drawing from his family's business background to explore manufacturing and construction ventures. These experiences provided firsthand understanding of business owners' relentless dedication—opening establishments early, managing personnel throughout the day, and working late into evenings.
This exposure crystallized his mission: "I wanted to utilize technology to automate operations so business owners could concentrate on higher priorities—meeting clients, spending quality time with children, truly living." Success didn't arrive immediately; Charles attempted forming teams twice before Hatchit finally established sustainable foundations on the third attempt.
Building a Culture of Growth and Discipline
Today, Hatchit employs over thirty individuals, many beginning as interns whom Charles deliberately mentors through partnerships with Cebu universities, nurturing young developers into senior positions. "We believe in growth," he states, "but we're also strict with our process. Not everyone gets in." This equilibrium between support and discipline characterizes his leadership approach—he avoids micromanagement, instead creating systems that enable people and even his other business ventures to operate independently.
"I dedicate ninety percent of my time to Hatchit," Charles explains. "My other businesses require only ten percent because they're automated." During its first decade, Hatchit concentrated almost exclusively on customized solutions, investing substantial time understanding each client's industry before development. "You cannot automate what you don't comprehend," Charles emphasizes.
This methodology resulted in longer development cycles—typically three to six months per project—but delivered significant impact by replacing paper documentation with digital data and substituting guesswork with operational visibility. This approach frequently contrasted with prevailing technology trends; while competitors pursued the newest frameworks or buzzworthy features, Hatchit focused on selecting appropriate technology—sometimes simpler options that proved more sustainable and practical.
Bridging Generational Technology Gaps
The challenges extended beyond technical implementation. Persuading business owners, particularly in family-operated enterprises, that technology represented an investment rather than an expense proved difficult. Charles has presented proposals in meetings where younger generations eagerly embraced digitalization while older generations, accustomed to manual systems, remained skeptical. Many discussions concluded without agreements.
"It's a constant struggle," he acknowledges. "You must communicate that technology isn't an expense. It's an investment." This resistance is gradually diminishing as technology becomes increasingly essential for survival, connection, and growth in the post-pandemic landscape. Reluctant adopters are beginning to recognize that technological integration isn't optional but fundamental for sustainable expansion.
Scaling with Hard-Earned Wisdom
Leveraging years of hands-on experience across multiple industries, Hatchit is now transitioning to its next phase: developing ready-to-deploy products that can be implemented within days rather than months. "We're integrating everything we've learned throughout the past decade," Charles clarifies. "The objective is scaling." Currently, Hatchit provides enterprise resource planning solutions for trading and manufacturing sectors, alongside billing and property management systems for real estate and human resources information platforms.
As Hatchit prepares for its upcoming five-to-ten-year trajectory, Charles welcomes investors and partners who share the company's vision. With a decade of accumulated experience, he believes the organization is now positioned to scale more rapidly and extensively. For Charles, the aspiration remains straightforward yet ambitious: developing technology that genuinely enhances businesses and, consequently, improves lives.
In a technology industry frequently preoccupied with velocity and spectacle, Charles champions a quieter yet potentially more powerful approach: functional technology, sustainably scalable businesses, and entrepreneurs who finally reclaim their valuable time. "That's always been the objective," he concludes.
