Hi, I’m Matt,Higgins and I’m the COO of Terraverde.
Terraverde is a charity with a clear mission and a lot of momentum behind it. My role is to help make sure that momentum turns into something sustainable — something that grows properly, delivers consistently, and creates real impact over the long term.
I’ve spent most of my career in finance, wealth management, and investments, working in roles where the outcome matters and where long-term thinking is essential. That experience has shaped how I approach building organisations: with structure, clarity, accountability, and a focus on making good decisions that stand the test of time. Terraverde is exactly the kind of organisation where that mindset can make a real difference.
How I became involved with Terraverde
My personal connection to Terraverde really starts with James Armitage, our CEO.
James and I have worked in similar fields for around 20 years, and over that time we’ve built a strong professional relationship and mutual respect for how each other operates. When James became involved with Terraverde, it was clear very quickly that this wasn’t “just another project” — it was something far more meaningful.
A big part of that comes from the legacy that John Hill left behind, and the responsibility James has taken on in managing and developing that legacy in the right way. There’s real purpose in what Terraverde is doing, and it’s been genuinely motivating to be drawn into something that matters at that level.
That combination — James’ leadership, the mission itself, and the importance of protecting and growing what John built — is what made me want to be part of it.
What I do as COO
As COO, I focus on building the foundations that allow Terraverde to operate well now and scale properly in the future.
A lot of my work sits behind the scenes — the operational structure, the way we plan and prioritise, the processes that make delivery consistent, and the oversight that ensures we’re building something resilient and credible.
It’s a role that touches many parts of the organisation, but the common thread is always the same: making sure we can deliver impact reliably, and that we’re building in a way that supports long-term growth rather than short-term wins.
What I enjoy most about being part of the team
What I enjoy most is that Terraverde feels like a team with real intent.
There’s a shared belief in what we’re doing, but there’s also a very practical mindset — we’re not here just to talk about change, we’re here to build something that produces it. That combination of purpose and delivery is rare, and it creates a really positive energy across the team.
I also genuinely enjoy the stage we’re in right now. Terraverde is developing quickly, and that means there’s constant progress — shaping ideas, improving the way we work, and building things that will matter as we scale.
Bringing a finance and investment mindset into the charity sector
My background has always been rooted in improving outcomes — and in finance, that often comes down to making the right decisions consistently, understanding trade-offs, and measuring what really matters.
That approach translates directly into what Terraverde is building.
In the charity world, impact is the goal — but impact needs structure behind it. It needs sustainability, accountability, and a model that can grow without losing quality.
I bring a strong focus on building that operational and financial discipline, not to make things overly corporate, but to make sure the mission can go further and last longer.
It also helps shape how we think about value. Donations aren’t just money coming in — they represent trust, belief, and an opportunity to create change. Ensuring that every pound raised translates into meaningful outcomes is one of the most important things a charity can do.
CaaS: increasing donations and strengthening charitable outcomes
One of the most exciting parts of Terraverde’s future is CaaS.
CaaS is built to help charities not only increase donations, but also improve the way those donations support the charity’s goals. In other words, it’s about raising more funding in a sustainable way, and then ensuring that funding delivers maximum benefit and measurable impact.
That matters because fundraising alone isn’t the finish line — it’s what happens next that defines success. CaaS supports charities in strengthening how they plan, deploy resources, and align funding with outcomes. It’s a model that helps charities do more than survive month-to-month; it helps them build towards long-term impact.
From my perspective, it’s one of the strongest examples of how Terraverde blends mission with structure — taking an outcomes-based approach that is practical, scalable, and genuinely valuable to the sector.
The Advisor Tool: guidance, home, finance and community
Alongside CaaS, the Advisor Tool is another key initiative that I’m proud to be involved in.
The Advisor Tool focuses on home, finance and community guidance, with the aim of supporting people facing inequality — particularly where housing challenges can lead to wider and longer-term health impacts.
Inequality can shape someone’s mental wellbeing, physical health, stability, and long-term opportunities. The Advisor Tool is being developed to provide support that is consistent, accessible, and genuinely helpful — enabling people to navigate challenges, access the right guidance, and move forward with greater stability.
Looking ahead
My vision for Terraverde is for it to become a charity known not only for the strength of its mission, but for the quality of its delivery.
I want Terraverde to be recognised as an organisation that combines purpose with professionalism — a charity that can scale without losing its integrity, and that measures success through real-world outcomes.
We’re building something with meaning, but we’re also building something that can last — and I’m excited about what we can achieve as we continue to grow.
