If you’re a transformation or project manager, chances are you’ve already come face to face with the joys of legacy systems. They lurk behind critical processes, often undocumented, poorly understood, and frustratingly resistant to change. And while the brief might be all about moving forward — cloud, digital, agility — you know you can’t do that properly without dealing with what’s already there.

Here’s the challenge though: legacy systems are rarely just a technical issue. They’re wrapped up in people, processes, politics, and sometimes a fair bit of fear. So if you’re building a team to lead meaningful transformation, you need more than just strong delivery skills. You need the right mix of experience, perspective, and courage to take on what many quietly avoid.

A good starting point is asking yourself: do I have people who truly understand how these systems operate, both technically and operationally? That knowledge is often buried deep in one or two long-standing employees or spread thin across legacy contracts. Without that insight, you’re flying blind. Could you bring in someone who’s done this before in another organisation — someone who knows how to ask the right questions and map out what’s really going on under the hood?

Then there's the future-focused side. Do you have enough digital expertise to challenge old assumptions and spot opportunities? Someone who’s not afraid to say, “Why are we still doing it like this?” Equally, who’s acting as the bridge between the two worlds — someone who can translate legacy into future state, and bring the business along for the ride?

One of the biggest risks in legacy-heavy environments is letting the tech define the strategy, rather than the other way round. As a transformation lead, you’re in a unique position to flip that dynamic. But only if your team has the confidence and credibility to influence across departments, challenge the status quo, and navigate the inevitable resistance.

Another thing worth considering: who’s got the emotional intelligence to handle the people side of change? Legacy systems aren’t just systems — they represent years of investment, career-defining projects, and in many cases, the comfort zone of senior stakeholders. You’ll need someone in your team who can build trust, understand the sensitivities, and still keep things moving.

It’s easy to assume legacy systems are just a constraint you have to work around. But the right team can actually turn them into a source of insight — a way to understand where the organisation’s been, and what needs to shift to get it where it wants to go.

So, if you’re shaping your transformation team right now, ask yourself: do you have the right mix of legacy know-how, digital vision, and leadership resilience? And if not, what would it take to get there?

At Malikshaw, we work with transformation leaders across industries who are building exactly these kinds of teams. If you’re facing this challenge and want to compare notes — or need someone who’s been through it before — we’d love to hear from you.

What have you found most difficult about managing legacy systems in transformation? Who made the difference on your team?

Malikshaw Interim and Executive is pleased to announce its appointment as an approved supplier to the Commonwealth Secretariat, further strengthening the company’s presence in the international public sector and development space.

This approval recognises Malikshaw’s proven track record in delivering high-calibre interim and executive talent across government and public sector organisations, both in the UK and globally. As a supplier, Malikshaw will support the Secretariat’s work in promoting democracy, development and cooperation across its 56 member states.

“Becoming an approved supplier to the Commonwealth Secretariat is a proud milestone for us,” said Rob Shaw, CEO of Malikshaw Interim and Executive. “We look forward to contributing to their vital mission by connecting them with the leadership and expertise needed to deliver real-world impact.”

Malikshaw Interim and Executive is proud to announce its appointment as an approved supplier to the National Audit Office (NAO), the UK's independent public spending watchdog.

This appointment reflects Malikshaw's expertise in providing high-impact interim and executive professionals who support complex governance, audit, finance and public accountability objectives. As an approved supplier, Malikshaw will help the NAO continue its mission to improve public services and ensure value for money across government.

"We're delighted to be supporting the NAO as an approved supplier," said Rob Shaw, CEO of Malikshaw Interim and Executive. "This partnership recognises our shared commitment to excellence, integrity and the delivery of outcomes that matter."

Our team members, Phoebe and Jack, had a fantastic time running a LinkedIn workshop for Year 12 students focusing on networking, job searching, and personal branding. It was inspiring to see the students so engaged, thinking ahead about their futures, and keen to learn how to present their skills and experiences effectively.

A big thank you to Hitchin Girls' School for hosting us, and to all the brilliant students who brought great questions, ideas, and enthusiasm to the session!

It's becoming increasingly clear that attracting and retaining the right talent in the public sector is no easy task. Speak to anyone involved in delivering large-scale transformation programmes—whether it's modernising digital services in central government, implementing major infrastructure upgrades, or reforming frontline services—and you'll hear the same thing: finding the people to lead and deliver change is harder than it's ever been.

Part of the challenge is that the workforce is shifting. Many long-serving public servants are nearing retirement, taking with them a huge amount of institutional knowledge. At the same time, the skills needed today—particularly in areas like digital transformation, data, procurement, and programme delivery—are evolving rapidly. The private sector often moves faster, pays more, and offers greater flexibility, and that's a tough act to follow.

This has real consequences. Transformation programmes stall because they can't find the right delivery leads or technical experts in time. Hiring cycles stretch into months. Teams are stretched thin, and momentum is lost. But while these challenges are well-known, they aren't insurmountable—and we're seeing organisations respond in smart, forward-thinking ways.

One of the most effective approaches has been embracing a more blended workforce model. Rather than seeing the use of contractors, interims, and temporary staff as a last resort, many public sector bodies are recognising the real value they bring—especially during periods of rapid change. The right interim specialist can hit the ground running, plug a critical skills gap, and bring fresh insight from other programmes across government and beyond. For many large-scale initiatives, this flexible expertise has become a cornerstone of delivery success.

At the same time, some organisations are investing in longer-term talent strategies. That means forming partnerships with universities, making better use of apprenticeships, and creating more flexible career paths that appeal to people at different life and career stages. It's about planning for future capability, not just reacting to current vacancies.

The truth is, we can't afford to stick with outdated recruitment models. If public sector organisations want to deliver real transformation, they need to think differently about how they find, attract, and keep the right people. At Malikshaw, we work side-by-side with public sector leaders to help shape and support that change—bringing in the interim expertise to keep programmes moving today, while helping to build the sustainable talent strategies that will power tomorrow.

It’s no secret that public sector organisations are feeling the squeeze. With tightening budgets and increased scrutiny over spending, leaders are under pressure to do more with less, especially when it comes to recruitment. But while finances may be limited, the expectations haven’t shifted. Services still need to be delivered, projects still need to be completed, and the people delivering them still need to be exceptional. So how do you maintain quality hiring when the purse strings are pulled tight?

It’s a familiar story for many: salary caps make it difficult to compete with the private sector, training budgets have been scaled back, and many teams are already stretched. This makes attracting the right people a real challenge. It’s not that the talent isn’t out there. It’s that the incentives to join, and stay, in public sector roles often pale in comparison to private sector opportunities. We’ve seen this play out across the country, from local councils to central government departments. Take the recent reports of social care vacancies in Birmingham, or the IT skill shortages within the NHS. Both show how difficult it can be to recruit when budget constraints limit what you can offer.

These pressures often lead to a heavier reliance on short-term contracts, consultancy support, or interim roles. While this can be a smart way to plug immediate gaps, it can also feel like a never-ending cycle. Organisations bring people in temporarily, only to lose them to higher-paying roles elsewhere once they’ve proven their worth.

So what can be done? Quite a lot, actually. One increasingly popular approach is to make strategic use of interim professionals. Not only can this be more cost-effective than long-term hires, but it also allows organisations to bring in highly specialised skills exactly when and where they’re needed. Interim specialists often hit the ground running, and with clear scopes of work, they can make a real impact without the long onboarding processes or permanent costs.

Beyond that, there’s the wider employment offer to think about. Many candidates, especially in today’s market, aren’t just chasing the highest salary. Flexibility, meaningful work, and a sense of purpose count for a lot. The public sector can often offer these in abundance. Whether it’s delivering on net-zero targets, improving transport infrastructure, or shaping digital services, the opportunity to make a tangible difference in people’s lives is a huge draw. It just needs to be communicated clearly and confidently.

Career development is another big lever. In a world where professional growth is often as important as the pay packet, showing people how they can learn, progress, and expand their skills within your organisation can be a major advantage. Structured development plans, mentoring, and cross-functional project work all add up to a more appealing proposition, even if the pay isn’t top of market.

The reality is that smart hiring doesn’t have to mean high-cost hiring. With a bit of creativity and a clear focus on what truly motivates professionals, it’s entirely possible to attract and retain the right people, even when budgets are tight. At Malikshaw, we work with public sector leaders every day to find those solutions, helping organisations build high-performing teams while keeping a close eye on cost.

Too many organisations approach resourcing like a box-ticking exercise. There’s a project to deliver, so they hire the people they think they need, often based on a job description that hasn’t changed in years. On paper, everything looks fine. In reality, the gaps appear quickly. The team doesn’t have the right mix of experience, roles overlap or leave blind spots, and instead of driving the project forward, businesses find themselves working around the limitations of their own workforce.

Transformation projects suffer the most from this. Unlike business-as-usual hiring, where roles and responsibilities stay relatively stable, transformation demands a more dynamic approach. The skills needed at the start of an initiative won’t be the same as those required later on. But traditional resourcing models don’t account for this. They’re built on fixed contracts and rigid structures that fail to reflect the real demands of change. That’s why so many transformation projects stall—not because the organisation lacked talent, but because they brought in the wrong expertise at the wrong time.

A consulting-led approach flips this entirely. Instead of starting with a job title and working backwards, it begins with a clear understanding of the business challenge. What’s the outcome the organisation needs to achieve? What skills and expertise will make that happen? Rather than defaulting to permanent hires or generic contractor roles, the focus shifts to building a talent strategy that aligns with the actual requirements of the transformation. The result is a model that prioritises outcomes over headcount, delivering talent that’s not just capable but truly fit for purpose.

Insight is at the heart of this. A consulting-led approach doesn’t rely on assumptions about what a business needs. It engages directly with leadership teams to diagnose the challenges before shaping a resourcing solution. That might mean a mix of high-level strategic expertise at the start of a programme, followed by hands-on specialists during implementation. It could involve a more flexible team structure that scales up and down in response to project demands. The key is agility—being able to adjust the resourcing model in real time, rather than locking in decisions that no longer make sense six months down the line.

Efficiency plays a major role too. Businesses waste significant resources on poorly structured resourcing. Too many projects are staffed inefficiently, with organisations either overcommitting on long-term hires or scrambling for last-minute fixes when gaps emerge. A consulting-led model avoids this by mapping talent needs to project phases, ensuring businesses only bring in expertise when it’s needed, for as long as it’s needed. The result is leaner, more effective teams, with every role delivering real value.

Transitioning to this approach requires a shift in mindset. It means moving away from recruitment as a transactional process and towards resourcing as a strategic function. The organisations that get this right don’t just complete projects more effectively—they set themselves up for long-term success, building a model that can adapt to future challenges rather than constantly playing catch-up.

At Malikshaw, we’ve helped businesses make this shift, providing insight-driven resourcing strategies that transform the way they access and deploy talent. If your organisation is facing a major change initiative, it’s worth considering whether your current approach to resourcing is fit for purpose. If not, maybe it’s time for a conversation about what better could look like.

For years, businesses have been stuck with rigid resourcing models that just don't keep up. Permanent hires take months to secure, contract roles often feel like a gamble, and the idea of quickly scaling expertise up or down? Almost impossible. It's a system that was built for stability, not for the pace of modern transformation. But the way we work has changed. The way we find, engage, and deploy talent needs to change too.

That's where the idea of 'fluid talent' comes in. Instead of relying on static, one-size-fits-all models, businesses need access to precisely the right expertise, exactly when they need it. Not people sitting around waiting for work to appear. Not rushed, last-minute hiring that compromises quality. But a resourcing approach designed to flex, adapt, and deliver real impact.

The traditional approach to hiring has barely evolved in decades. Recruitment cycles are often slow, expensive, and focused on long-term commitments that don't always reflect what businesses actually need. Transformation projects, in particular, expose these flaws. They're complex, time-sensitive, and constantly evolving. Yet, many organisations still try to fit them into hiring models that were designed for a more predictable world.

The result? Skilled professionals are either locked into roles that don't fully utilise their expertise or left out of projects where they could make a real difference. Businesses, meanwhile, struggle with gaps in capability, costly delays, and a workforce that isn't built to flex when demands change. It's an approach that's failing on both sides.

A fluid resourcing model flips this on its head. Instead of treating resourcing as a rigid, transactional process, it allows businesses to engage the right talent at the right time—without the inefficiencies of permanent hiring or the uncertainty of ad-hoc contracting. It's about building a workforce that adapts to business needs in real time, rather than forcing business needs to fit a static workforce.

Think about major transformation projects. Whether it's a digital overhaul, an infrastructure upgrade, or a shift in business strategy, these initiatives don't fit neatly into traditional hiring cycles. They demand different skills at different stages, from strategy and planning through to execution and delivery. Locking in fixed roles for months—or years—at a time is a costly and inefficient way to meet that demand. A fluid approach lets organisations tap into high-calibre specialists as and when they're needed, without unnecessary overheads or delays.

The real shift isn't just about flexibility—it's about mindset. Too many resourcing decisions still focus on filling seats rather than delivering outcomes. That's why businesses need to rethink how they approach talent. Do they need a full-time hire, or would an experienced interim deliver more value? Is a contract role the answer, or is there a better way to structure the engagement? The companies that embrace fluid talent aren't just reducing costs or streamlining recruitment. They're making smarter decisions about where expertise is deployed and how work gets done.

Of course, none of this works without trust. Businesses need confidence that they're accessing top-tier talent—people with the right skills, experience, and ability to hit the ground running. That's why a rigorous, insight-led approach to talent selection is essential. It's not about just finding people quickly; it's about finding the right people quickly. When done properly, a fluid resourcing model doesn't just improve efficiency—it raises the standard of expertise across the board.

At Malikshaw, we've seen this first-hand. We've helped organisations move beyond outdated models and embrace a more dynamic approach to resourcing. It's not about short-term fixes or quick wins—it's about building a talent strategy that works for the way business actually happens.

Does that idea resonate? If it does, it's probably time to rethink how you bring in the talent you need.

The way organisations hire is shifting, and rising employment costs are a big part of the reason. With employer National Insurance contributions now at 13.8%, plus pension auto-enrolment, holiday pay, and other statutory benefits, the true cost of a permanent hire is far higher than just their salary. For businesses and public sector bodies managing tight budgets, this is a challenge—especially when they need specialist skills for a fixed period rather than long-term roles.

This is where interim professionals and contractors come in. They offer the flexibility to bring in expertise when it's needed, without the long-term financial and administrative commitments of a permanent hire. It's a model that works particularly well in infrastructure, energy, technology, and defence—sectors that rely on large-scale programmes with defined start and end dates.

With defence spending increasing, for example, there's growing demand for specialists who can deliver critical projects—from project managers overseeing procurement and logistics to cyber experts strengthening national security frameworks. Many of these roles don't need to be permanent; they require specific expertise for a set period to get the job done. The ability to bring in highly skilled interims on demand ensures programmes move forward efficiently, without the delays that often come with lengthy recruitment processes.

It's not just the private sector that's seeing the benefits. Government departments, local authorities, and NHS trusts are also turning to interims to fill skill gaps and keep vital projects on track. We see this in regeneration projects where councils bring in specialist directors for urban development, or in digital transformation, where experienced IT programme managers lead complex system upgrades in public services. These roles are about targeted expertise—getting the right people in at the right time to drive progress.

One of the biggest challenges many organisations face is moving from legacy systems to future operational strategies. Whether it's outdated technology, inefficient processes, or long-standing structural issues, the transition to modern, scalable solutions isn't always straightforward. This is where interims play a crucial role, helping organisations 'mind the gap' between old and new. They bring fresh perspectives, industry best practices, and hands-on experience, ensuring change happens smoothly without disrupting day-to-day operations.

For professionals, interim work comes with its own advantages. Higher day rates, greater flexibility, and the opportunity to work on a variety of interesting projects make it an attractive option. Many interims enjoy moving between sectors, tackling new challenges, and expanding their networks. It's a different way of working—one that offers variety and autonomy, rather than long-term corporate structures.

Of course, it's not a one-size-fits-all solution. For organisations, it's about balancing the need for agility with maintaining institutional knowledge. For professionals, it's about understanding the realities of contracting and making sure it aligns with their career goals. In this evolving landscape, specialist recruitment partners like Malikshaw help bridge the gap—connecting employers with the right talent at the right time, ensuring projects stay on track, and supporting professionals in finding high-value opportunities.