If the last few months have taught us anything, it’s that the things we once assumed were fixed, permanent, and stable can turn upside down in an instant.

The American political landscape has long been associated with stability — maybe even a certain reluctance to change. But lately, it’s taken an unusually unpredictable turn, almost like something out of a novel. Institutions once seen as untouchable are being questioned. Alliances are shifting. And the basic rules of the system seem open to renegotiation.

Watching a major Western power develop an appetite for challenging its own foundations is a striking reminder that even the systems we assume are permanent can, in fact, change.

And if that’s true for governments and empires, it’s doubly true for organisations — especially those under pressure, facing sudden change, and expected to deliver without pause.

For many in the UK, the NHS is the one institution they’d name as the most dependable. A public service that, for nearly 80 years, has symbolised stability, safety, and service. And yet, behind the scenes, the NHS is increasingly run on borrowed time — and borrowed people.

Right now, as you read this, thousands of agency nurses are keeping hospital wards running. Locum GPs and surgeons are stepping into overstretched rotas. Temporary admin staff are handling the back-office load. Interim transformation leads are working across trusts to deliver change at pace. NHS England reported over £10 billion was spent on agency and bank staff in the last full year alone — a figure that continues to rise. In some departments, up to 40% of clinical shifts are covered by temporary or external staff.

An institution built for constancy is now reliant on augmentation to function.

It’s easy to view these numbers as a red flag — and in some ways, they are. But there’s another story here. One about how, when the system comes under pressure, leaders adapt. They go to the market. They bring in specialists. They create short-term flexibility inside long-term structures. And sometimes, that’s exactly what makes a transformation succeed.

Remember 2020? When the pandemic hit and the NHS stood on the brink, something extraordinary happened. In just nine days, the ExCeL Centre in London was transformed into a functioning Nightingale Hospital, with 4,000 beds, oxygen piping, and full ICU capability. It was a feat of speed, scale, and coordination. But what made it work wasn’t just the logistics — it was the augmented workforce behind it.

Hundreds of clinicians, volunteers, ex-military planners, private contractors, and retired NHS staff came together, under a single transformation mission, to get it done. They weren’t permanent. They weren’t part of a long-term workforce plan. But they were the right people at the right time. And that’s precisely the point.

Just as Manchester City’s transformation hinged on a manager who knew exactly what kind of team he needed, the NHS’s use of resource augmentation only works when leaders are clear about three things: where the gaps are, what good looks like, and how to build momentum quickly. (We could just as easily have chosen Arsène Wenger or Brian Clough — but the principle remains.)

The difference between smart resource augmentation and reactive firefighting comes down to intent and clarity. When trusts know what capability they need — whether it’s a trauma surgeon for a two-week stretch or a digital PMO for a six-month rollout — they can build the solution around that need, rather than be overwhelmed by it.

Some NHS trusts have gone further. They’ve embedded flexible resourcing models into their transformation programmes, building blended teams of permanent staff, interims, and third-party specialists. And when they do it well, something interesting happens: speed increases, burnout decreases, and outcomes start to move. It’s not perfect. But it’s progress.

Too many transformation programmes are built on the assumption that the team you start with will be the team you finish with. That your people won’t leave. That the world won’t change. That no new skills will be needed halfway through. But reality doesn’t work that way.

Manchester City didn’t rise through the ranks by relying only on what they had in-house. And the NHS doesn’t save lives every day without drawing on some of the most agile, capable, and committed external professionals in the UK.

As ever, it’s not the model — it’s the mindset.

The most successful transformations treat augmentation as a strategic capability, not a desperate measure. They build a clear case for where and why it’s needed. They set up integration mechanisms so augmented teams feel part of the mission. They keep internal leaders accountable. And they use augmentation not just to fill gaps, but to accelerate capability.

In the same way a Prime Minister assembles a Cabinet with the right portfolios — or a football manager recruits for a system rather than a star — the best transformation leaders build teams designed to win now, not just one day.

There are no permanent teams. Only teams fit for purpose today.

In a world where even governments are learning that they can’t control everything, the ability to augment, adapt, and assemble the right people at the right time might just be the most important transformation skill there is.

The NHS, for all its challenges, shows us that sometimes, borrowing strength is the most permanent kind of resilience there is.

(and what they teach us about interim work)

Some jobs sound made up. Water slide tester. Ostrich babysitter. Pet food taster. And yet, every one of them exists because a gap needed filling and someone had the skills to step in.
That's exactly what happens in interim roles. When a public service is under pressure, when a transformation is faltering, or when specialist capability is missing, organisations need people who can land fast, think differently and deliver results.

So, what can the world's oddest jobs teach us about the mindset needed for successful transformation? Quite a bit, actually.

1. Water Slide Tester
Yes, someone is paid to travel the world testing water slides for speed, safety, and (crucially) fun. They're assessing user experience under pressure — and often at speed — before anyone else goes near it. That's not far from what interims do during service redesign or system change: pressure-testing the new model before it's fully rolled out.

2. Iceberg Mover
In remote waters, teams are occasionally hired to divert icebergs from shipping lanes or oil rigs. It's niche, reactive and mission-critical — just like being brought in to stabilise a transformation programme before it hits a crisis point. Interims are often asked to act quickly, shift direction, and prevent long-term damage.

3. Professional Mourner
In some cultures, actors are paid to attend funerals and express emotion on behalf of others — not theatrics, but presence, empathy and support. Transformation isn't just technical. It's emotional, especially when structures shift or jobs are at stake. Great interims understand how to hold space, communicate with care, and support teams through uncertainty.

4. Pet Food Taster
It's real and it's about quality assurance, however unglamorous. Someone has to deal with the parts of the job that others avoid. The best interims often take on the work no one else wants: legacy system audits, failed procurements, cultural clean-ups. It's not shiny, but it's essential to lasting change.

5. Ostrich Babysitter
On some farms, people are hired to supervise young ostriches — chaotic, unpredictable, and prone to running in the wrong direction. That sounds a lot like managing stakeholder groups during complex change. Good interims bring calm, structure and momentum — even when emotions are high and direction is unclear. 

6. Ethical Hacker
Once considered fringe, now a key part of security strategy. Hired to break into systems to find weaknesses before someone else does. In transformation work, interims often act as a critical friend — exposing gaps, surfacing risks, and offering solutions while there's still time to act.

What's the takeaway?
All of these unusual jobs exist for one reason: someone saw a need and stepped into it with clarity, skill and confidence. That's exactly what the best interim professionals do. They don't just manage projects, they solve problems, steady teams, and move organisations forward when it's needed most.

At Malikshaw, we've spent over 20 years working with interim specialists across central and local government. Whether it's stabilising services, leading transformation or filling critical capability gaps, we support public sector clients with people who know how to land fast and make a difference, even in the most unusual circumstances.

We're featured on multiple procurement frameworks and continue to support public service leaders with the people who make change happen.

Digital Clinicians: The New Frontier in Healthcare Talent

Across the healthcare system, digital transformation is no longer a future ambition. It is an immediate operational and strategic necessity. From electronic patient records and virtual wards to population health analytics and integrated care systems, the sector is undergoing rapid change. What is becoming increasingly clear is that technology alone does not drive successful transformation — people do.

A critical enabler of this shift is the emergence of the digital clinician. These are hybrid professionals who combine clinical expertise with a strong understanding of digital tools, systems, and data. Whether they are nurses involved in user experience design, GPs contributing to digital strategy, or pharmacists embedded in electronic prescribing rollouts, digital clinicians bring a unique and valuable perspective. They understand clinical workflows and patient needs while also navigating technical design, system integration, and data governance.

This blend of experience is becoming increasingly sought after by NHS Trusts, ICBs and health tech delivery teams. Many programmes struggle not because of the technology itself, but because of a disconnect between those building systems and those using them. Digital clinicians help bridge that gap. They ensure that frontline priorities are considered during implementation, that clinical safety is maintained, and that adoption is not an afterthought.

Yet while demand is growing, supply remains limited. These roles are still emerging, often without clear pathways or consistent role definitions. Many organisations are unclear where to source this talent or how to identify individuals with the right balance of clinical credibility and digital capability.

At Malikshaw, we are seeing increasing demand from healthcare clients for interim professionals who understand both domains. Whether it’s a clinical informatics lead, a CCIO, a digital nurse, or a clinical safety officer, these individuals are critical to building services that are safe, usable, and future-proofed. Because of our work across digital, data, transformation, and public service leadership, we are well positioned to identify and place these hybrid professionals — often from adjacent sectors or as returners into the NHS.

As digital investment continues, the ability to attract and deploy these professionals will be a competitive differentiator. Healthcare organisations cannot afford to rely solely on traditional structures or assume that digital adoption will happen organically. The digital clinician is not a niche role but a strategic asset. One that healthcare clients should be actively investing in, supporting, and embedding across programmes.

If your organisation is looking to deliver complex change that is both clinically grounded and digitally enabled, we can help you find the people who can make it happen.

To learn more about how we support healthcare clients with specialist interim and transformation talent, contact our team.

We are pleased to announce that Malikshaw has been appointed as an approved supplier on the Southern Universities Purchasing Consortium (SUPC) framework. This appointment reflects our strong track record in delivering high-quality, value-driven services to the public and education sectors. Being part of this framework complements our existing positions on other national and regional frameworks, reinforcing our commitment to supporting clients through compliant, flexible procurement routes.

Malikshaw is proud to have been selected as an approved supplier to the Office of the Police, Fire and Crime Commissioner (OPFCC) for Northamptonshire. This recognition highlights our continued dedication to delivering professional, responsive services in the public safety and community support sectors. Our appointment aligns with and strengthens our growing portfolio of work with local and national public bodies.

Carbon Reduction Plan

Commitment to achieving Net Zero

EVISA SOLUTIONS LTD is committed to achieving Net Zero emissions by 2030.

Baseline Emissions Footprint
Baseline emissions are a record of the greenhouse gases that have been produced in the past and were produced prior to the introduction of any strategies to reduce emissions. Baseline emissions are the reference point against which emissions reduction can be measured.

Current Emissions Reporting

In order to continue our progress to achieving Net Zero, we have adopted the following carbon reduction targets. Using these projects we project that carbon emissions will decrease over the next five years to 39 tCO2e by 2027. This is a reduction of 34.55%

Carbon Reduction Projects
Completed Carbon Reduction Initiatives
The following environmental management measures and carbon reduction projects are being implemented to achieve this plan. These include fully electric company car fleet, changes in policy initiating a reduction in company travel, increased work from home and office energy efficiency measures regarding heating and lighting. The carbon emission reduction to be achieved by these schemes equate to 5 tCO2e, an 8.5% reduction against the 2022 baseline and the measures will be in effect when performing the contract

Declaration and Sign Off
This Carbon Reduction Plan has been completed in accordance with PPN 06/21 and associated guidance and reporting standard for Carbon Reduction Plans.
Emissions have been reported and recorded in accordance with the published reporting standard for Carbon Reduction Plans and the GHG Reporting Protocol corporate standard and uses the appropriate Government emission conversion factors for greenhouse gas company reporting.
Scope 1 and Scope 2 emissions have been reported in accordance with SECR requirements, and the required subset of Scope 3 emissions have been reported in accordance with the published reporting standard for Carbon Reduction Plans and the Corporate Value Chain (Scope 3) Standard.
This Carbon Reduction Plan has been reviewed and signed off by the board of directors (or equivalent management body).
Signed on behalf of the Supplier:

Date: 1st June 2025

Robert Shaw
Partner | Public Sector

Southern Universities Procurement Consortium.  A leading provider to the education sector of high-quality, innovative procurement services.

It’s common to reach a point in your career where things feel like they’ve slowed down. The role you once enjoyed no longer brings the same energy. You’re not learning much. The motivation that once drove you has faded.

We hear this often from people in our network. Experienced professionals who know they’re capable of more but aren’t sure what their next step should be.

If that sounds familiar, it may be time to re-evaluate what you want from your work and how to move toward it.

Start by asking yourself a few honest questions. What parts of your job do you still enjoy? What drains your energy? What skills do you wish you were using more often? These questions can reveal patterns and help you reconnect with what matters to you professionally.

Talking it through with someone can help too. Whether it’s a mentor, a former colleague or someone in a role you admire, a conversation can offer a new perspective. If you’re not sure where to begin, our team at Malikshaw is always open to a conversation. Sometimes just hearing what’s happening in the market, whether in interim or permanent roles, can unlock new ideas.

You don’t need to overhaul everything at once. A small shift can help you regain momentum. That could be a short-term project, a secondment, or a new challenge within your current organisation. For many people, interim roles provide the flexibility to explore something new without making a long-term commitment straight away.

Interim work can also help you:

• Step into transformation projects where your experience is highly valued
• Build confidence by delivering quick wins in new environments
• Expand your network across different organisations
• Reignite your interest in work that has a clear purpose and outcome

For some, interim becomes a long-term way of working. For others, it’s a bridge to a more permanent move. Either way, it gives you space to move forward without waiting for the perfect role to appear.

Investing in yourself is key too. Whether that’s a new certification, staying informed on sector trends, or simply reconnecting with peers, it keeps your thinking fresh and your options open.

And of course, sometimes a deeper change is needed. If your current environment no longer supports your growth or values, then exploring new opportunities, interim or permanent, might be the right move.

At Malikshaw, we support professionals at all stages of their careers, helping them step into roles that make a real difference. Many of the roles we place are at the heart of public sector transformation, where experience, perspective and resilience matter.

So if your career feels like it’s paused, it may simply be preparing you to press play again. This time on something that better reflects your skills, goals and values.

We’re here to help you figure out what that might look like.

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Malikshaw Interim and Executive is pleased to announce its appointment as an approved supplier to Cirrus Purchasing, further strengthening our presence in the public procurement and strategic resourcing space.

This partnership reflects Malikshaw’s proven track record in delivering high-calibre interim and executive talent to organisations across the public and regulated sectors. As a trusted supplier to Cirrus Purchasing, Malikshaw will support their work with public sector clients by providing leadership and expertise that drive effective procurement and operational outcomes.

“Being appointed as a supplier to Cirrus Purchasing is a proud moment for us,” said Rob Shaw, CEO of Malikshaw Interim and Executive. “We look forward to working closely with Cirrus and their partners to deliver exceptional talent solutions that make a measurable impact.”

 Legacy systems rarely feature in project headlines, but anyone who’s led a transformation will know their impact is real — and far-reaching.

They sit quietly in the background, rarely discussed in early planning meetings, but slowly shaping what is and isn’t possible. They increase delivery risk, add costs that weren’t budgeted, and often leave teams trying to build modern services on unstable ground.

If you’re a hiring manager, transformation lead, or programme sponsor, this probably isn’t news. You’ve likely seen the signs before. Projects running slower than expected. More stakeholder meetings to explain technical blockers. Highly skilled teams spending more time working around old systems than delivering innovation.

These systems are often seen as too costly to replace, too embedded to disrupt, and too risky to touch without a major business case. So they remain, year after year, draining resources and patience.

But the real issue isn’t just technical. It’s human.

The presence of legacy systems changes the kind of people you need to deliver successfully. It’s no longer enough to find someone who’s great at solution design or agile delivery. You need people who understand the constraints, who know how to make progress in less-than-ideal conditions, and who can bring calm, clarity and direction when the systems don’t cooperate.

That’s not always an easy brief to write — let alone fill.

Some organisations try to tackle this by doubling down on specialist technical hires, but skills alone don’t solve the problem. What’s needed is a more nuanced approach to recruitment. One that considers not just what someone knows, but how they think and how they operate under pressure.

The most effective programmes we’ve seen take a strategic approach to hiring, especially around legacy. That means:

• Blending legacy expertise with forward-looking transformation talent
• Bringing in analysts and architects who can act as translators between old and new
• Hiring delivery leads who know how to plan realistically and manage stakeholder expectations
• Finding candidates with both technical credibility and interpersonal skills
• Building resilience into teams by thinking ahead about succession and support

This is where a good recruitment partner earns their place. Not just by filling gaps quickly, but by helping you shape the roles in the first place. By understanding the challenges behind the job title and offering practical, experience-based advice on how to attract the right people.

At Malikshaw, we’ve worked with public sector teams across local government, health, housing and education. We’ve seen how legacy systems frustrate even the most well-resourced programmes — and how the right interim or project hire can help unblock progress.

We don’t claim to have all the answers. But we do understand the real-world pressures hiring managers are under. And we know how to find people who thrive in that space.

So if you’re facing a digital delivery challenge and legacy systems are part of the equation, let’s talk. Whether you need an interim to steady the ship or a team to deliver real change, we’ll help you find the right people to keep things moving.

Talk to Malikshaw. Let’s see how we can help.