Interview: Naomi Hulston, Catch 22 chief executive
Derren Hayes
Tuesday, July 26, 2022
If knowing the strengths and weaknesses of an organisation is an important aspect of leadership, then Naomi Hulston starts her job as Catch22 chief executive from a good position.
Hulston, who took over in June after Chris Wright stepped down following 11 years in the role, has undertaken 14 different roles over 21 years at the social business. The personable Hulston promises a period of “evolution not revolution” as she looks to build on Wright’s successful tenure which has seen it develop links with blue-chip organisations.
Has your career at Catch22 been a planned progression or about taking opportunities when they arise?
I started as a volunteer and have said “yes” to opportunities and experiences – first to training as a youth and community worker. My motto has been if it contributes to delivering good outcomes and I could make a difference then I would say yes.
There’s only been two roles I’ve gone after: a senior business development manager and the chief executive position.
I never thought 20 years ago that I would be here today – people like me don’t become CEO and I never really had the ambition to. I’ve not been career focused in that way.
What is it about Catch 22 that you like so much?
The ability to be fleet of foot and never being afraid to try something new.
I did leave in 2006 [before Catch 22 was created by the merger of Rainer and Crime Concern in 2008] to work for a youth offending team. I felt so constrained by the bureaucratic systems and processes associated with the public sector and the focus on risk rather than outcomes. I learned a lot about that side of the fence but realised it was too constraining.
What areas of the organisation would you like to develop?
Public service reform was Chris’s thing. I think it’s bigger than that: I think it is about organisational reform across all sectors. One thing I think is amazing is the idea the public sector should not have the monopoly on risk; the private sector shouldn’t have the monopoly on efficiency and the third sector should not have the monopoly on heart. How can we all make the most of those practices and processes to create better working environments and outcomes for citizens.
How do you feel about the profit motive in the sector?
I’m not comfortable with huge profits for any organisation, particularly off the back of vulnerable people. I’ve seen the impact that the profit-driven motive can have on communities but I’m not against people making a profit, it’s what you do with it that matters. That’s why I like the social business model as any profit generated is reinvested into the organisation.
Are there any specific programmes you would like to develop further?
I’m really excited about the youth unemployment space, particularly our recent digital skills training partnership with TikTok. These organisations have a massive impact on young people and society so why leave them at arm’s length when we can work with them to develop better outcomes? A lot of young people want to move into jobs in this space [social media] so why shouldn’t an organisation like TikTok invest in creating digital routes?
If TikTok is going to be considered a bit of a problem I think they should think about what their social contribution is and use it as an opportunity to invest in young people’s futures.
What is Catch 22’s role in this?
We are an integrator and connector. Historically we had a strong track record of connecting government to communities by contracting. Our success in engaging communities is a benefit for government because they had [us] delivering their work and making the connections and touch points. It’s the same for private sector organisations with their corporate social responsibility agenda. We are making the connections with communities that are using their services.
What are going to be the key issues young people need support with?
Underemployment and being priced out of life generally, particularly the housing market. People want to do more good and these are the opportunities that enable that to happen. It’s what makes me excited about youth and employment as a focus for reforms. I do worry who is going to maintain the infrastructure of society if we aren’t supporting young people’s opportunities.
How do you see the major organisational challenges developing?
First, we need to continue to balance the use of our resources to deliver greater social impact in economically difficult times. Being able to renegotiate contracts is not straightforward. There’s only so much we can do on contracts as some we are locked into and can only renegotiate at certain points.
Second, the changing nature of the workforce. We need to do more as a country to invest in skills to ensure we have a workforce that is prepared to deal with today’s and tomorrow’s challenges. That does worry me. We need to ensure our workforce has the right capabilities to meet the needs of young people as demand is rising. I don’t think it is just about the government – organisations need to contribute to that agenda too.
Naomi Hulston CV
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June 2022 - present: Chief executive, Catch 22
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July 2017 – June 2022: Chief operating officer, Catch 22
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Feb 2015 – June 2017: Director of business development, Catch 22
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Apr 2011 – Feb 2015: Business development manager, Catch 22
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Apr 2008 – Apr 2011: Service manager, Islington YIP