Experience

---

Pine Lane works with CEOs, boards, and senior leadership teams on complex strategic, operational, organizational, and growth challenges across the private and nonprofit sectors.

The work draws on decades of hands-on experience building businesses and organizations, developing new markets and sources of revenue, creating and launching products, building strategic partnerships, leading marketing and communications, strengthening governance, and translating strategy into execution.

Building Businesses, Markets & Revenue

Pine Lane's strategy work is grounded in substantial hands-on operating experience in highly competitive businesses and markets.

As Executive Vice President of Island ECN and Instinet, Andrew held senior responsibility across marketing, communications, branding, and business strategy. He built and led teams across these functions and worked closely with Sales and Business Development to create a more integrated approach to acquiring customers, expanding market reach, and driving revenue.

He oversaw major national marketing, branding, communications, and market-development initiatives and helped integrate these efforts with the sales organization—connecting positioning and brand strategy directly to customer acquisition and business growth.

The role also encompassed development of new exchange-related products and revenue opportunities, investor relations, public-policy strategy, and external communications surrounding major transactions, including the Island/Instinet and Instinet/Nasdaq mergers.

At Gerson Lehrman Group, Andrew served as Managing Director for Global Marketing, Communications & Public Policy, with senior strategic responsibilities spanning Sales, Marketing, and Revenue Growth.

He led global marketing, communications, branding, and market-positioning efforts as GLG expanded its reach internationally. That included a global rebranding across customer and third-party platforms and a worldwide positioning initiative involving outside agencies, trade associations, think tanks, and academic institutions.

Across these roles, Andrew's work combined strategy with direct operational responsibility: building teams, managing complex initiatives and outside resources, coordinating marketing and sales, developing new markets, and taking responsibility for execution—not simply recommending what others should do.

That experience remains central to Pine Lane's work with organizations seeking growth in national and international markets.

Strategy, Growth & New Ventures

Pine Lane helps organizations identify and pursue opportunities for growth: entering new markets, developing new products and services, building strategic partnerships, strengthening existing businesses, and creating new sources of revenue.

Recent work has included advising organizations on product and market strategy, revenue diversification, partnership development, and the creation of new offerings built around existing expertise and intellectual property.

A particular area of focus is helping organizations recognize the value embedded in content and expertise they have already spent years developing.

Rather than simply repackaging existing material, Pine Lane helps determine which assets merit a larger audience, where the strongest audience and market fit exists, how the content should be curated and translated for a new setting, and which strategic partners and delivery vehicles can create the greatest opportunity.

The work can continue through business-model development, partner selection, negotiation, launch, and management of the resulting commercial relationship.

Products, Content & Strategic Partnerships

As senior strategy consultant to the Partnership to End Addiction, Andrew initiated and oversaw development of a national K–12 substance-use professional-development initiative, transforming the organization's deep behavioral-health expertise into products capable of reaching new professional audiences and generating new sources of revenue.

The work included identifying and curating appropriate content, developing strategic partnerships, working with state and local education and health officials, and leading the integration and rollout of the first substance-use and youth-mental-health professional-training modules on one of the nation's most widely used K–12 platforms.

The initiative reflects the full arc of Pine Lane's approach:

CURATE → MATCH → TRANSLATE & CHANNEL → MONETIZE

Building & Scaling Organizations

As Chief Strategy Officer of Great Minds, Andrew oversaw the operating business, strategic partnerships, and new-business integration during a period of significant growth.

He worked across operating functions to strengthen the organization, integrate new businesses and capabilities, and position Great Minds for its next stage of expansion.

Andrew also initiated and led the early work exploring outside investment to accelerate that growth—a process that ultimately resulted, after his departure, in a $150 million strategic investment.

Organizational Strategy & Governance

Pine Lane works with organizations facing periods of growth, transition, or structural change when questions of strategy cannot be separated from questions of organization.

Assignments have included strategic planning; organizational assessment and redesign; governance and board effectiveness; clarification of board and management responsibilities; leadership alignment; and the refocusing and scaling of marketing, development, sales, and other organizational functions.

Work with organizations including the Campaign for Tobacco-Free Kids and the United Nations Foundation has involved direct engagement with CEOs, senior leadership teams, boards, and legal advisers on organizational and governance priorities.

Positioning, Narrative & Communications

Pine Lane helps organizations and leaders determine not simply what they want to say, but what their audiences actually need to understand.

Andrew's experience spans journalism and editorial work, global corporate marketing and communications, public policy, business strategy, and organizational leadership.

The audiences have ranged from customers and employees to investors, strategic partners, policymakers, boards, donors, and the public. The work has ranged from building brands and entering new markets to positioning new products, navigating major transactions, advancing public-policy initiatives, and communicating during significant organizational change.

Across those settings, the discipline is remarkably consistent: identify what matters, understand the audience, make the complicated clear, and build a narrative capable of moving people to act.