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Andrew Pitcairn

Family Council Chair/Director
Pitcairn
A fourth-generation family member, Andrew actively serves as Chair of the Pitcairn Family Council. Established in 1982, The Pitcairn Family Council is a platform for recognizing talent, educating family members, identifying and implementing solutions for connectedness, and interfacing directors, management and owners. After serving as both member and co-Chair, Andrew was appointed Family Council Chair in 2010. Additionally, Andrew is a member of the Pitcairn Board of Directors, co-trustee of Pitcairn family trusts, Chair of the Nominating/Governance Committee, advisory member of the Capital Committee and an invited guest to the Trust Committee.

Recognized as a published author and passionate speaker, Andrew regularly serves as an expert at family office and family business forums and conferences on topics related to family council and engaging the next generation.

Andrew’s desire for knowledge and growth lead to the creation of Family Council Concepts, a collaborative peer group of eight family council chairs whose discussions cover the challenges, concerns, and successes of multi-generational families with current and post-operating companies.

Growing up outside of Philadelphia, Andrew attended Temple University and completed the Cannon Trust Fundamentals course. He is a Trustee on the Meadowbrook School Board of Directors, as well as a member of the Advisory Board at St. Joseph’s University Haub School of Business. Andrew also serves on the Board of Cabot-Wellington, a Boston-based single family office, as an Independent Director and Chair of their Governance Committee.

In his spare time, Andrew enjoys riding his Triumph motorcycle throughout Bucks County, Pennsylvania and sporting clay shooting with his cousins. With family being one of his core values, many of Andrew’s most cherished moments include spending time with his wife and daughter, as well as friends and family.

SESSIONS

Preparing Shareholders for Board Service Speaker

Shareholders who join a board, particularly in the case a family business, may not be well versed in the duties and responsibilities of board service. How can experienced directors help develop shareholders for board service and mentor shareholder-directors who are new to the board?


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