When tech founder Charles Anthony Yu describes his approach to technology, he refuses to chase the latest trends. Instead he focuses on solving real business pain that holds companies back from growing and serving their people well. This clear, human-centred strategy has powered the rise of Hatchit Solutions from a small web builder to a tech firm that now helps businesses across sectors automate work, cut paperwork and scale with real systems.
Yu’s story shows that success in tech does not come from chasing buzzwords but from deeply understanding the problems that business owners face every day.
From Simple Beginnings to Purpose-Driven Technology
In 2016 a small team of five fresh computer science graduates in Cebu started building websites and simple systems for friends and local businesses. They were not funded by investors, nor did they start with a polished business plan. Their early work barely paid enough to support themselves.
One pivotal moment came when the team entered a UnionBank hackathon in Cebu. Although they did not win, judges saw enough potential to give them a special second-place award. Instead of celebrating, the founders used that prize money to go to Manila and compete again. They did not place again, but exposure to the larger market helped them see that good ideas needed strong execution.
That experience shaped Hatchit’s founding philosophy: technology should never be the centerpiece. Solving business problems should be. It was a lesson that stuck with Yu and his team as they grew and refined their work.
Human-First Mindset in a Tech-Heavy World
Before founding Hatchit, Yu worked in a structured corporate environment at a Japanese firm in Cebu. The rigid routines, strict scheduling and limited autonomy made him realize that his passion was not to fit into a cubicle. Instead he wanted freedom to build solutions that helped businesses thrive and gave people back time for family and life.
Yu’s experience in construction and manufacturing family businesses also gave him a first-hand view of the long hours and manual processes many business owners endure. He saw owners opening shops early, managing staff all day and finishing work late at night. These experiences clarified his purpose: technology should relieve operational burden, not just add features.
This human-centred perspective guides Hatchit’s approach. Instead of chasing the latest programming language or flashy feature set, the team focuses on what clients actually need to improve operations and reduce manual work. This often means choosing simpler, reliable technology that fits the business context, even if it is not the newest trend.
Building Trust with Clients and Talent
Growing a tech firm in a market where many business owners still prefer manual systems is not easy. For many family-owned companies, convincing older leaders to adopt digital solutions meant facing resistance from those who saw technology as an unnecessary expense. Yu often found himself in rooms where the younger generation was eager to adopt systems while the parent generation remained skeptical.
“It is a constant struggle,” Yu said, explaining that part of his role is to communicate that technology is not an expense but an investment in business sustainability and growth.
Over time, the tide is turning. Many business owners now see digital workflow systems as essential for survival and growth, especially in the aftermath of the pandemic when businesses without automation struggled the most. This shift shows a broader trend: companies prioritise tools that help them operate with data, predict outcomes, and reduce manual bottlenecks. Experts also note that businesses struggle when their tech stacks fail to support core needs like resource planning and forecasting.
Internally, Hatchit is deliberate about building a strong team. Many of its staff started as interns from partner universities, and this mentoring culture has become a key source of talent. More than 90 percent of the team began through the company’s internship program, which provides real project experience and guidance.
Yu emphasises growth and discipline, balancing strong support for new developers while maintaining clear standards for performance. This creates a culture that values learning, accountability and impact.
Real Solutions for Real Business Use Cases
Hatchit’s growth over the past decade reflects its focus on practical systems designed for real business needs. Early work included basic management systems for inventory and accounting. Over time the company expanded its portfolio to include payroll, property management, e-commerce and enterprise resource planning solutions.
The company’s core belief “you cannot automate what you do not understand” means developers spend significant time learning the client’s operations before building solutions. This translates into longer development cycles but solutions that genuinely solve operational bottlenecks.
Today Hatchit offers:
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ERP tools for trading and manufacturing
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Billing and payment systems for service providers
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HRIS platforms for workforce management
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Property management software
These systems help replace paper trails with clear data, reducing guesswork, manual work and inefficiencies that previously stalled growth for many clients.
Planning for the Next Decade
As Hatchit enters its second decade, Yu is planning expansion in multiple directions. The company is building off-the-shelf products that businesses can deploy quickly instead of long custom builds, a shift from its earlier purely custom solutions.
Yu is also open to investors and partners who share the firm’s human-centred vision, aiming to scale the business across the Philippines and into Southeast Asia. His focus remains clear: build tools that genuinely help businesses and enhance lives.
In a technology landscape often obsessed with buzzwords and novelty, Hatchit’s story is a reminder that solutions anchored in real business pain, not trends, are the ones that last and matter. The firm’s growth shows that a human-first approach can help tech companies build lasting value for clients, employees and the community.
