From requirement to retirement: the talent behind digital success

In 1950, Aldermaston became the site of the UK Government’s Atomic Weapons Programme and was initially named ‘High Explosive Research’. It became the Atomic Weapons Research Establishment (AWRE) in 1952, and in the same year successfully tested the UK’s first nuclear device in Operation Hurricane, conducted in Western Australia. In 1957, AWRE designed the UK’s first hydrogen bomb, paving the way for the 1958 Mutual Defence Agreement, which remains in place today and allows for the sharing of nuclear materials, technology, and information between the UK and US.

Throughout the following years, AWRE designed and developed a succession of warheads for both the Royal Air Force and the Royal Navy.  In 1980, the Trident programme was announced cementing submarine launched ballistic missiles as the basis of the UK’s deterrent. In 1987, AWRE became the Atomic Weapons Establishment (AWE). Fast forward to February 2020 and the Government announced that work would commence on a Replacement Warhead programme.

Of course, in comparison to 1952, the world has moved on. Digital transformation has become a critical strategic priority for organisations across industries, not least in nuclear. Continuous improvement in safety and digital security, is paramount to ensuring safety in new nuclear technologies, for all of us!

At Malikshaw Interim & Executive, we’ve been lucky enough to be involved in AWE’s journey in its digital transformation, which isn’t just about upgrading technology but is a comprehensive enterprise approach strategy. Their ambition, through significant investment in their digital infrastructure, embedding state-of-the-art capabilities, is that all information is – as they put it – ‘Born Digital’. i.e. Digitally traceable from requirement to retirement. Exciting stuff.

One of the most complex challenges facing AWE has been recruiting and developing a leadership team that can truly champion digital innovation in a field traditionally rooted in manual processes and stringent regulatory frameworks. Locating people who not only bring in technical expertise but also strategic foresight, and cultural fit—qualities that are rare and in high demand across the tech and engineering sectors.

Then there’s the legacy angle. It takes a special kind of leadership to take established teams and existing systems, rally them around a new mindset, and embed a new digital ecosystem while ensuring that all employees, regardless of background, feel able to contribute. The pressure on AWE’s leadership team to bridge these skill gaps, uphold security standards, and inspire a collaborative digital-first culture is immense but crucial for the success of the ‘Born Digital’ vision.

AWE is not alone in its approach, and we are seeing very different requirements for the role of Chief Digital Officer, which has evolved from overseeing digital projects to something much more integral. When Sebastian Klapdor, EVP and CDO of Vista (a.k.a. Vistaprint), was asked to comment on the traditional approach of centralised data teams working in isolated environments, he put it like this

"There was a central team of engineers sitting in a physical data warehouse in a basement, and that just does not scale. The first thing we did was adopt a data product approach - treating data like a product and strategically developing, launching, supporting, and ensuring the success of data products within the organisation.”

Klapdor’s emphasis on this product approach - marketing, pricing analytics, manufacturing, and customer care - illustrates how great data leadership can allow organisations to strategically identify and solve the biggest problems using data, AI, and analytics. Makes you think.

Circling back to AWE, therefore, it’s clear their challenge is much more than just a technical shift; it’s about cultivating a culture of change and innovation. From my perspective, as a specialist recruiter, AWE’s digital-first approach will be typical in future.

What also stands out to me is the role of cross-functional leaders in this process. Not simply across business strategy and technology, but also understanding the human and cultural dynamics at play. They’re the ones making collaboration happen across departments, managing the transitions brought about by new technologies, and ensuring that everyone is on the same page.

Seeing AWE make real strides in digital transformation has been incredibly rewarding, especially as Malikshaw has had the opportunity to play a part in the journey. It’s a privilege to be at the ground floor, building powerful teams of specialists unlocking insights from data, engineers preparing resilient digital infrastructure, and AI specialists driving operational advancements.

By focusing on these critical areas, organisations like AWE can build resilient, future-proof digital landscapes that empower their teams and enhance their missions. It’s certainly an exciting time to be matching talent to aspiration.

In the UK public sector, data transformation is an ongoing necessity. As more sectors embark on digital journeys to modernise services and optimise operations, the importance of effective change management and addressing skills gaps is increasingly clear. At Malikshaw Interim and Executive, we see first-hand how these challenges can make or break data transformation projects. Let’s dive into real-world examples from the transport, construction, and energy sectors to highlight how addressing these obstacles is crucial for success.

Transport: The Smart Infrastructure Shift

Transport for London (TfL) is a prime example of a public body undergoing massive data transformation. With an increasing focus on smart infrastructure—like real-time traffic monitoring and predictive maintenance—TfL has faced significant challenges in upskilling its workforce. Many long-serving employees were adept at maintaining traditional systems but found themselves underprepared for the shift to big data, AI, and IoT-based solutions.

The key lesson? Change management initiatives that included hands-on training, mentorship programs, and targeted recruitment strategies were critical to bridging the skills gap. Without addressing this, TfL's journey to smart transport would have hit roadblocks, slowing innovation in a sector that’s vital to millions.

Construction: Building Digital Foundations

In the construction sector, digital transformation is transforming how infrastructure projects are designed and delivered. The UK government’s BIM (Building Information Modelling) mandate is a step toward integrating data across construction projects for greater efficiency. However, public sector organisations involved in these projects often struggle with an aging workforce that isn’t fully equipped to work with advanced digital tools.

For example, major projects like Crossrail had to balance traditional construction expertise with new digital skill sets. This shift required a tailored change management strategy, which emphasized cross-departmental collaboration and intensive upskilling programs to ensure legacy teams could adapt to BIM technologies.

Energy: Powering the Future with Data

The energy sector’s transition to smart grids and renewable energy sources has also shone a spotlight on skills gaps. In the case of National Grid, their push for an intelligent, data-driven grid management system highlighted the need for not only data scientists but also employees who could effectively manage the integration of new technologies.

Without comprehensive change management efforts, including upskilling current staff and fostering a culture of adaptability, the shift toward smart energy management would have been slow and inefficient. Engaging teams early in the transformation process helped them embrace new technologies and played a significant role in the success of these data initiatives.

Tackling the Challenge with Malikshaw Interim and Executive

At Malikshaw Interim and Executive, we understand the complex dynamics of change management and the critical importance of closing skills gaps during data transformation. By working with key players in the public sector, we offer strategic guidance and interim leadership that ensures smooth transitions and sustainable growth in digital capabilities.

The takeaway? Data transformation is a people-first process. Whether it’s in transport, construction, or energy, it’s the human element—managing change and addressing skills gaps—that ultimately drives success.

Let us help you navigate these transformations effectively. Reach out to Malikshaw today!

The UK public sector is undergoing a significant transformation as it seeks to modernise outdated IT infrastructures, particularly in key sectors such as energy, construction, and transport. Legacy systems—many of which have been in place for decades—pose substantial challenges to modernisation efforts. While these systems have historically supported essential public services, they are now becoming roadblocks to progress. The integration of new data management systems with legacy platforms is a delicate balancing act, requiring innovative approaches and highly skilled expertise. In this context, high-quality interim talent has become a crucial resource for driving successful transformation projects.

Challenges of Legacy System Integration

Legacy IT systems, while functional, are often built on outdated technology that cannot easily support modern data management requirements, including real-time analytics, cloud integration, and enhanced security measures. Transforming these systems presents a unique set of challenges:

- Cost and Time: Modernising legacy systems is expensive and time-consuming. Public bodies must balance these costs with budget constraints, while also ensuring that public services remain uninterrupted.

- Continuity of Services: Systems in sectors like energy, construction, and transport are critical to public life. For example, National Grid's energy management relies on aging systems, and any disruption during a transition could affect millions of citizens. This makes seamless integration crucial.

- Complexity: Legacy systems are deeply embedded into organisational processes, making modernisation a complex task. They often use outdated programming languages and are intertwined with multiple other systems, leading to potential compatibility issues.

Sector-Specific Examples

- Energy: In the energy sector, the push towards greener, smarter grids is highlighting the limitations of legacy systems. Regulators require modernisation projects to integrate renewable energy sources and improve data analytics capabilities. Interim IT specialists are crucial for these transformations, bringing expertise in cloud solutions and digital platforms that ensure data flows efficiently between legacy systems and new platforms without service disruption.

- Construction: The UK’s public infrastructure projects, including HS2 and large-scale housing developments, rely on outdated data systems to track project timelines and financials. Modernising these systems with real-time data analytics capabilities is essential to improve project management and cost efficiency. Interim digital transformation experts have been instrumental in helping public sector construction agencies implement new project management tools that integrate with legacy systems.

- Transport: Transport for London (TfL) is another example where legacy systems play a critical role in day-to-day operations. With an aging IT infrastructure, TfL has invested in a large-scale digital transformation, including contactless payment systems and real-time journey planning. Skilled interim talent with expertise in system integration has been vital to ensuring that new technology platforms are smoothly integrated with the legacy systems, keeping London’s transport network running efficiently.

The Role of High-Quality Interim Talent

In addressing these challenges, high-quality interim talent plays a pivotal role. Bringing in experienced specialists on a temporary basis allows public sector bodies to tap into the niche skills required for such complex projects. This talent is often instrumental in:

- Bridging Knowledge Gaps: Legacy systems are typically maintained by long-term staff with specialised knowledge of the outdated systems. Interim experts can bridge the gap between these legacy systems and modern technologies, facilitating knowledge transfer and driving the integration process.

- Mitigating Risk: Interim talent can help identify potential risks in the transition process, ensuring that essential services remain unaffected during system upgrades. Their experience with similar projects in both the private and public sectors enables them to anticipate and mitigate disruption risks effectively.

- Driving Innovation: By injecting fresh perspectives, interim professionals can help public sector bodies leverage the latest technologies, such as AI and cloud computing, to modernise their systems while still maintaining compatibility with legacy platforms.

Legacy system integration and modernisation are at the heart of public sector transformation efforts in the UK, especially in sectors like energy, construction, and transport. The challenges are immense, but with the right talent, these projects can deliver significant benefits, from enhanced service delivery to improved cost efficiency. High-quality interim talent, with their unique combination of specialist knowledge and fresh insight, is proving to be an essential asset in ensuring that these transformations succeed without disrupting critical public services.

As the public sector continues to evolve, the need for interim experts capable of navigating the complexities of legacy system.

As the UK government tightens regulations around data security and privacy, sectors like energy, transport, and construction are facing unprecedented transformation challenges. With increasing reliance on digital platforms and data sharing, safeguarding sensitive information has never been more critical.

In the coming years, the UK government is expected to enhance its data protection and cyber resilience regulations. New requirements will focus on stricter data governance, real-time reporting of breaches, and increased penalties for non-compliance. This will impact industries handling sensitive customer data, intellectual property, and operational systems.

Energy Sector: With the rise of smart grids and digital energy management, companies in the energy sector are collecting vast amounts of consumer data. The government's emphasis on privacy in this area will require energy firms to upgrade their security frameworks, protect consumer data, and ensure compliance with new standards.

Transport Sector: Digital transformation in public and private transport has led to interconnected systems, from smart ticketing to autonomous vehicles. With increased data sharing between operators, manufacturers, and regulators, the government is pushing for stronger cybersecurity protocols to prevent data breaches and infrastructure hacks.

Construction Sector: As construction adopts technologies like Building Information Modelling (BIM), data on projects, contractors, and infrastructure is being stored digitally. The sector must safeguard this sensitive information, with regulations expected to focus on securing project data against cyber threats and unauthorized access.

The key to navigating these transformations lies in assembling teams that are ready to hit the ground running. Companies and organisations in these sectors must prioritise hiring and training experts in data security, privacy law, and cybersecurity. Building a workforce equipped to handle regulatory shifts will not only ensure compliance but also protect against potential data breaches and operational disruptions.

Malikshaw specialises in finding the right people to build the teams that meet these challenges. From cybersecurity experts to data privacy officers, Malikshaw is well-placed to help clients speedily adapt, reduce risk, and go on to thrive in this new regulatory landscape.

In the world of public sector data compliance, the ability to manage, share, and submit accurate data is critical. With regulations tightening, requirements increasing, and the ever-present threat of fines for non-compliance, particularly for industries like energy, healthcare, and government services, having a robust data management framework in place is essential. One of the key components of that framework is the Data Dictionary.

What is a Data Dictionary?

A Data Dictionary is a central repository that defines the structure, relationships, and attributes of data within an organisation. It acts as a reference guide, ensuring that everyone involved in data handling understands the meaning and usage of each data element. For public sector organisations, where compliance with data regulations is non-negotiable, a clear and well-maintained Data Dictionary helps prevent errors, ensures consistency, and supports transparency.

Why are Data Dictionaries Critical for Compliance?

1. Consistency Across Teams: In public sector projects, data often passes through multiple departments or teams. A Data Dictionary ensures that everyone is speaking the same "data language," avoiding misinterpretations that could lead to compliance breaches.

2. Accurate Reporting: With stringent reporting requirements imposed by regulatory bodies , ensuring that the data is accurate and consistent is vital. A well-defined Data Dictionary plays a crucial role in meeting these expectations.

3. Audit Readiness: Public sector organisations are often subject to audits. A Data Dictionary streamlines audit processes by providing clear documentation on how data is used and where it originates, ensuring compliance with all relevant standards.

While having a Data Dictionary is important, it’s equally critical to have the right people in place to develop, manage, and maintain it. This is where Malikshaw comes in.

At Malikshaw, we specialise in providing experienced data professionals who understand the intricacies of public sector data compliance. Our experts can help design and implement Data Dictionaries tailored to the specific needs of your organisation, ensuring data consistency and compliance from day one. Whether it's data analysts, compliance officers, or project managers, we can quickly and confidently supply the talent needed to drive successful, compliant data management projects.

Don't leave your compliance to chance—partner with Malikshaw to ensure your projects succeed with the right talent and expertise.

This is a challenge we hear almost every day in the UK...  We don’t have enough homes. Our children can’t move out because rents are too high. We are priced out of buying our first house. 2nd Homeowners Ugh. 

The scale of the challenge is clear: in the 2022-23 period, only 234,400 homes were completed, with projections for 2023-24 showing a steep decline to around 150,000. Yet we need well over a million more if we go by what we are being told.

So, the new government has set a target of 1.5m new homes by 2029. To reach this target, annual builds must surge to 450,000 by 2028-29. This represents an unprecedented level of housebuilding not seen in over 50 years. If we achieve it, it will be transformational.

Of course, the industry has known this for a long time, and the government’s housing and regeneration agency that funds affordable new housing in England, Homes England, has been getting ready. So ready in fact, that it has already completed a large part of its own successful transformation that will ensure it can effectively finance and support this life-changing agenda.

Homes England has been successfully undergoing a bold transformation that will redefine how housing is developed and delivered in the UK. The mission when it started was not only to prepare to build more homes but to reshape the housing system fundamentally, with digital innovation playing a pivotal role in this achievement. And that meant a step change in their services. The organisation saw that just scaling up current business processes and headcount was not going to deliver the capacity at the rate, nor the value for money, required. There was a need to rethink and to create true internet-age services.

With the numbers of new homes required steadily increasing as targets were missed, the organisation recognised that traditional methods would not meet the demand. They knew they needed more business process automation, data-driven decision making and as little human shepherding as possible. And they knew that needed to start with its people.

And so, over a four-year period, Homes England rolled out a comprehensive transformation program that redesigned end-to-end services for both internal operations and external partners. The intention at the outset was for the initiative to become ingrained in the organisation’s culture, ensuring that the changes were sustainable and long-lasting. Truly entering its DNA.

With leadership so critical to the success of any transformations, Homes England focussed on hiring a top leadership team covering operations, data and delivery, and bringing in some of the leading digital specialists that would be able to technically design and deliver such an initiative. Over 50 soon joined the programme which swelled over time to over 200 interim and contract staff, 75 of which were provided by Malikshaw.

To transform services at the scale and pace needed, the team moved to agile as the primary mode of delivery and adopted cloud-based solutions and a DevSecOps model to drive efficiency and scalability. This meant that software developers, security professionals and operations professionals were able to work hand-in-glove through the development cycle and in a continuous process of improvement. Security and operations were baked into that process all the way through.

Equally, and often an area where leaders get things wrong, there was a major investment in designing services by understanding what users wanted to achieve and how Homes England could help them. We saw this at first hand with our own provision of 6 highly targeted User Researchers who sought to understand “what does the citizen really want?”. This user-centered design was key to this transformation. By focusing on the needs of internal staff and external partners—ranging from local authorities to housing associations and private developers—Homes England streamlined processes and made interactions more efficient. Importantly, the team drew inspiration from the Government Digital Service’s approach to user-centered design, making sure that all stakeholders could access services with ease.

A major challenge at the outset of the transformation was dealing with legacy systems inherited from previous organisations. These fragmented systems led to inefficiencies, with different teams using various collaboration tools. Homes England successfully consolidated these into a unified platform based on Microsoft Office 365, improving communication and collaboration across the organisation.

The transformation program delivered tailored digital services for various stakeholders, including investors, developers, and citizens seeking housing support. Behind these services, a common data platform provided a unified source of information, enabling Homes England to manage its operations more effectively and make data-driven decisions.

Drawing from leadership’s extensive experience in government and the private sector, Homes England implemented a robust digital architecture and governance framework. This strategic approach avoided the common pitfalls of reactive, short-term solutions, ensuring the transformation has a lasting impact.

So, what were the biggest challenges?

Well firstly, it was the complexity that we have already highlighted. The multitude of stakeholders and the bitty evolution that had occurred over time creating a cornucopia of collaboration tools. The effect being to create “collaboration ghettoes” with different teams using different tools. This was addressed by leadership getting right under the skin of what they really trying to achieve. Sticking to the basics always with an eye on ‘what is this process here to deliver?’”

Secondly, and probably the greatest challenge of all throughout the process was the pace of delivery and scaling up digital capacity quickly with the right skills. This is where Malikshaw and other partners came in. To do this effectively, we needed to understand the programme in detail and build trusted relationships with managers, almost second guessing what might be needed and when. Talent pools were developed, and qualification processes refined to not only identify the right skills but also, crucially, the right behaviours, integrating people effectively into the organisation’s new way of working.

And thirdly, the challenge was about creating the right strategy and approach that would achieve the goals. It was about a journey that didn’t have a finishing line. Recognising that the business and its products are continuously improving and iterating.

And it was about belief. Belief in people that they could deliver such a transformation, and they needn’t worry about taking steps. Belief held them back for a while, but that’s where transformational leadership came in. It gave the team belief. Just Do It, as Nike says.

Now that major elements of the transformation are complete, Homes England stands as a model of how digital innovation can transform the housing sector. The organisation’s ability to manage large financial transactions and deliver efficient services will now set a new standard for public sector financial services. Homes England’s work has not only improved the housing market but has also demonstrated how digital solutions can drive positive change across the public sector.

In the public sector, governance and compliance form the backbone of effective management. Whether driving organisational transformation or overseeing critical projects, strong governance ensures transparency, accountability, and alignment with the public interest. Compliance, on the other hand, safeguards the adherence to legal frameworks, policies, and ethical standards, which is crucial when public funds and resources are at stake.

Key Pillars for Transformation

Public sector organisations are increasingly undergoing transformations to adapt to new challenges, from digitalisation to responding to societal demands. A strong governance framework helps ensure that transformation initiatives remain on track, align with strategic goals, and are implemented transparently. For instance, local government digitisation projects, aimed at improving public service delivery, must be closely monitored to ensure they meet regulatory requirements, safeguard citizen data, and remain cost-effective.

Malikshaw’s work with local councils across the UK has demonstrated that successful transformation requires clear governance structures. For example, in a recent council restructuring, implementing a robust oversight committee to track progress, manage risks, and ensure compliance with budgetary constraints led to the successful rollout of the new operating model. Without these checks, cost overruns and project delays could have jeopardised the entire initiative.

Project Management and Compliance: Safeguarding Public Trust

When it comes to project management in the public sector, compliance becomes even more crucial. Large-scale projects, such as infrastructure developments or health service upgrades, often involve complex stakeholder networks, significant financial outlays, and strict timelines. Any misstep in compliance—whether financial, regulatory, or environmental—can lead to delays, public mistrust, or legal repercussions.

For example, the recent transformation of the NHS digital system required not only project management skills but also strict compliance with data privacy laws (GDPR) and healthcare regulations. Effective governance ensured these complex requirements were met while keeping the project on schedule.

Governance and compliance are not optional extras—they are essential for the successful management of transformation and projects within the public sector. By embedding strong governance frameworks and ensuring strict compliance, public sector organisations can drive meaningful change while maintaining public trust and accountability.

My Biography

I'm a sales and marketing professional with a long and varied career that has encompassed multiple retailing, not-for-profit marketing, logistics, international procurement and account management.

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My Biography

I am an accomplished recruitment professional with over 15 years of experience in talent acquisition, client management, and full-cycle recruitment. Specialising in sourcing top talent, client relationship management, and ensuring compliance with employment legislation. I have a proven track record of delivering high-quality candidates across various industries and am currently pursuing CIPD Level 5 certification to further enhance my HR capabilities.

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