Andrew Anderson recently became Chair of the Veterans’ Foundation after nearly three years as a trustee. A military veteran and experienced founder, he brings decades of expertise in building and scaling organisations. Here, he shares his vision for the Foundation’s next decade, strengthening governance and rigour in grant-making, deepening partnerships, and maximising long-term impact for veterans’ charities across the UK.
Q: What motivated you to take on the role of Chair at the Veterans’ Foundation?
A: What really motivated me was the scale of the impact the Foundation already has. We are not a frontline charity; we invest in the organisations that deliver support to veterans every day.
To date, the Foundation has awarded more than £32 million in grants across the UK. Seeing the outcomes firsthand made it clear that we are uniquely positioned to be a highly disciplined and effective investor, and ultimately the most effective funder of veterans’ charities.
Q: How has your military and business experience shaped your approach to leading the charity?
A: I’ve spent 30 years as a founder, chief executive, and now as a Chair across multiple organisations. I bring that same mindset here: grant-giving is an investment and the return is impact. That means being rigorous about where we invest, carrying out thorough due diligence, and measuring outcomes. Strong governance ensures every pound is used effectively; it builds trust with donors and enables sustainable growth.
Q: What are your top priorities as the Foundation moves into its next 10-year plan?
A: My priorities can be summarised as clarity, focus and impact. Clarity about our role as a funder and investor, not a delivery charity. Focus on three key areas which are housing, health and purpose. And impact, ensuring every grant delivers measurable, lasting change.
Q: How do you plan to build on Peter Mountford and David Shaw’s legacy?
A: I have enormous respect for the founders. They built something truly exceptional, a trusted, credible organisation with strong governance and a clear sense of purpose. My role isn’t to replace that, but to build on it: strengthening strategy, focusing on measurable impact, and preparing the Foundation for sustainable growth over the next decade.
Q: With Jane Gurney as CEO and Stella Atherstone as COO, how do you see the leadership team driving the Foundation forward?
A: Jane and Stella are exactly what the Foundation needs right now: strong, operationally capable, and with a very clear sense of purpose. What’s distinctive is that they operate as a genuine leadership partnership, rather than a traditional hierarchy. Their alignment brings resilience, clarity, and momentum to the organisation, and my role as Chair is to support them and challenge constructively, while ensuring governance and strategy are sound.
Q: How does the Foundation collaborate with other veteran charities?
A: Partnership and collaboration are central to our model. We exist to enable delivery charities to succeed. By working in partnership rather than duplicating efforts, we strengthen the whole sector. Sharing insight, funding strategically, and coordinating support where it adds value ensures maximum impact for veterans.
Q: What motivates you personally to support the veteran community?
A: Seeing the tangible impact of our funding is my greatest motivator. Housing, health and purpose are fundamental human needs. While most veterans thrive, a small number require support which is where we step in. With rigorous governance, strong partnerships, and a focus on impact, the Veterans’ Foundation can change outcomes at scale now and for generations to come and build the virtuous cycle that makes the Veterans’ Foundation the most effective funder in the sector.
