Bobby Mallick Email & Phone Number

United Kingdom

The Money and Pensions Service is an at-arms-length organisation of the UK Government. Its statutory objective is to develop and co-ordinate a national strategy to improve the financial capabilities of the UK’s public using a multi-channel approach to serve the UK public’s accessibility requirements. It has a Strategy for Financial Wellbeing which aims to drive change at scale and shift the dials on how the UK’s public approach personal finance so that they are better equipped to make the most of their money.Bobby was met with many systemic challenges on entering this role. They revolved around inadequate ways of working – a high delivery dependency on a very small number of staff, minimal succession management plans, siloed team working, imbalanced workloads, low levels of required skills competencies, an absence of career structure for the team, unclear scope of responsibilities, anxiety from uncertainty about the impact of upcoming transformational organisational change, and the turbulence resulting from many new influential senior-level hirings. Working directly with the CFO, Bobby architected an upskilling development programme focused on Business Performance Management topics for the team, such as visual communication, information design, data literacy and storytelling. This offered a pathway for them to have a better sense of purpose and value. On an enterprise level, this also aided the organisational design work. The upskilling programme was tailored to each team member, and its design also incorporated their natural strengths and interest areas. The subsequent professionalisation of roles offered the solution to overcome the systemic challenges. The CFO fully endorsed and supported the approach and acknowledged how he had noticed a tangible transformational improvement in the team’s effectiveness resulting in more effective performance reporting to the Executive Committee, Board and external regulatory authorities such as the Minister for Pensions.

United Kingdom

Bobby took up this position amid record levels of pent-up passport demand after the lifting of Covid restrictions. The organisation was also in the process of a transformation programme, and a piece of this featured the transition from a legacy, mainly paper-based passport application processing service, to a digital one. Dual systems and business processes were running, which added to the complexity of the end-to-end passport processing service. Public and parliamentary scrutiny on operational performance acted as a constant pressure to keep this mission-critical public service operating well, despite the combined pressures of unprecedented customer demand and a need to transform the organisation.High volumes of management information were generated in formats that were indigestible and failed to convey compelling stories. Such practice was rooted in a legacy-culture that established itself when the organisation's operations were much simpler. Senior managers were having to make operational decisions based on a mixture of familiarity of the operations and limited data sets presented in difficult-to-interpret formats.Bobby introduced innovative and engaging data visualisations that brought together to form concise and compelling performance stories. These were designed to be of use to anyone involved in operations. Their introduction saved thousands of man-hours of "what is all of this data telling me?" comprehension time. Some visualisations revealed insights that were impossible to obtain from the plethora of data tables, line graphs and bar charts. With these new visualisations, decision-makers were much more able to focus on performance steering matters such as distribution of workloads and labour. Bobby also upskilled data analysts and data gatherers in data visualisation techniques so that the legacy-culture of unsophisticated performance reporting could keep pace with the aspiration of the Passport Service to completely transform itself.

United Kingdom

Bobby led a team of enthused professionals from various skills-sets to work on a variety of projects related to the promotion of diversity, inclusion and wellbeing. Typical activities included cascading best-practices and awareness messaging to a large target audience. It also included the design and running of a series of innovative projects that enhanced the quality of D,I&W services and engagement across this audience.

United Kingdom And Saudi Arabia

Bobby was recruited to a new business unit within the company that focused on Middle East defence sector clients. A solid background of working in the Gulf, experience in the defence-sector and a core Business Performance Management skill-set is why Deloitte approached and recruited him. He also worked on other transformation programmes for non-defence clients. Typical activities included Request For Proposal (RFP) bid production, programme set up administration, project team planning, project profitability modelling and subject-matter expertise coaching.Bobby was involved in five different business development initiatives for very large enterprise transformation programmes for Middle Eastern defence clients. His contribution related to how these complex and multidisciplinary programmes would be monitored, measured and reported. The types of programmes were related to strategy development, industrialisation, procurement and capability development. The collective value of these programmes was approximately £100M over a 5-year period.

United Kingdom

Bobby worked on this complex programme run by the Department for Health & Social Care (DHSC), whose remit was to serve Covid-19 testing requirements for England’s millions of public sector workers who were unable to work from home during the pandemic. He carried out extensive business process and technology as-is assessments and evaluations to understand how a more unified, consistent and streamlined Covid-19 testing service could be achieved. He worked for the public sector workstream but had to closely liaise with the many other workstreams (e.g., private sector, universities, etc) on how they were operating. Because of this mixed stakeholder environment, requirements differed and transition roadmap plans had to be developed while keeping as-is services going.Please request Bobby's CV to see more details about these management roles.

United Kingdom

The DWP is responsible for the United Kingdom’s welfare, pensions and child maintenance policy. As the UK's biggest public service department, it administers the State Pension and a range of working age, disability and ill-health benefits to around 20 million claimants and customers.The demand on the DWP to produce more data-driven value from its data assets is on the increase, from both a volume and sophistication point of view. Its data systems are highly fragmented, its analytics capabilities are heavily siloed, and its ability to produce strategically-aligned insights are immature. There is a pressing need to fix these problems to get the organisation into a position where it can derive better outcomes for its wide range of stakeholders.Bobby led the discovery analysis, the design and the sale for the vision and strategy of an ‘Enterprise Reporting Service’ for the DWP. The vision was successfully socialised and accepted by DWP stakeholders. The project was abruptly halted when the Coronavirus pandemic arrived and the DWP had to refocus priorities on assessing and processing millions of additional claimant applications.

United Kingdom

The United Kingdom's armed-forces (the Army, Royal Navy and Royal Air Force) are facing a recruitment performance problem which has, in recent years, been in the media spotlight for public and parliamentary debate. The armed-forces are aiming to address this issue through a strategic-level transformation programme that is reassessing how recruitment can be done more effectively.Technology was one of the areas for consideration, and my assignment was to discover, analyse and evaluate how fit-for-purpose the existing recruitment solution is. My findings were presented in a report to the leadership team of the programme. The findings and documented options served as an input to the transformation programme's many way-forward decision points.The technology review was a very fast-paced and detailed piece of work that involved running workshops with over thirty recruitment-related stakeholder groups across all armed-services. Through these meetings, it was possible to identify business requirements that were fully fulfilled, partially fulfilled and unfulfilled by the existing recruitment solution. A clear picture of the business capability gaps between the 'as-is' and 'to-be' was discovered and reported to the programme.The value of this review was in its thoroughness and completeness. It elicited almost every stakeholder group and incorporated thousands of business requirements into one piece of analysis.

United Kingdom

The United Kingdom's nuclear submarine fleet is a key part of the nation's strategic nuclear deterrent capability. The UK government has placed increasing importance on this asset by committing significant investment in developing new submarines. I support the company's flagship Programme Controls Transformation initiative in terms of reporting requirements. The programme's objective is to build and deliver submarines to their sole customer, the Ministry of Defence, in a consistent and predictable way that meets timescales and budgets set out in agreed procurement contracts worth billions of pounds. My involvement centres around helping the business identify, monitor and manage operational-level performance metrics related to the building of submarines. Defining, measuring, reporting and managing performance metrics to do with baseline management, schedule management, risk management, project finance and cost estimation management is the primary scope of operational improvement. Within my remit is also to assist the executive reporting team to manage performance reporting governance for operational reporting to senior management and executives. Sourcing data from tools such as Primavera, Teamcenter, SAP datawarehouses and Active Risk Manager is a strong feature of this role.

London, United Kingdom

In-depth customised course learning how to develop, maintain and grow a brand for any type of organisation.

London, United Kingdom

London, United Kingdom

Ranked fourth in the world among chemical companies by Fortune Global 500, and the world’s 205th largest corporation. SABIC is the world’s largest diversified chemical company when measured by asset value. It is the world's 98th largest corporation (Forbes Global 2000 ranking) with sales revenues of $50.4 billion, profits of $6.7 billion and assets standing at $90.4 billion.Key member of a specialist team that established the framework to manage how the various global Strategic Business Units and Corporate Functions report their business performance at C-level quarterly performance reviews. The Target Operating Model rotated around the governance, monitoring and enablement aspects of business performance.

Dubai, United Arab Emirates

Key member of a small Business Analysis team working for the Head of the Management Accounting function. Assessed the value of upgrading a business intelligence system providing flight profitability management information.

London, United Kingdom

Responsible for management of the company’s business intelligence software assets as a company-wide software upgrade was deployed throughout the company.

Doha, Qatar

Member of a small task-force managing governance adherence and delivery performance of six software vendors implementing the world’s largest integrated scheduling management information system for Liquefied Natural Gas (LNG). The system was a joint-venture between the above-mentioned companies.

London, United Kingdom

Solely responsible for proposing viable reporting technologies that allowed customers of HSBC’s Global Securities & Custody business to view and manage their investments.

London, United Kingdom

Led the development, implementation and deployment of performance measures in the company’s value-based performance improvement reward system.

Bracknell, England

Member of HP’s Business Intelligence Competency Centre serving the reporting needs of the company’s 25,000 financial staff.