Malcolm Anthony

PositionDirector – ProjectProject Limited

Qualifications Chartered Management Accountant [1984] MBA - University of Wales [1989]

PRINCE2 Practitioner

Managing Successful Programmes Practitioner

Areas of expertiseMalcolm is an experienced, highly qualified Accountant and Programme Manager with, broad experience of operations, finance,

project & programme management and business strategy. Malcolm has managed a wide range of projects and programmes

involving highly complex technical and cultural change. He has repeatedly demonstrated his ability to apply project and

programme management best practice to complex environments and to achieve challenging objectives.

Malcolm assists clients to design and implement Governance, Programme Management and Benefits Realisation procedures

and best practice that achieve tangible benefits and outcomes.

Malcolm’s has twenty five years experience helping major organisations manage change: -

2009 to 2015 – independent project and programme management consultant

2006 to 2009 - Public Sector Consulting; PricewaterhouseCoopers, delivering large transformation, performance

improvement and change programmes

1999 to 2006 – independent project and programme management consultant

1988 to 1999 – PricewaterhouseCoopers delivering transformation, performance improvement and change

1976 to 1988 – Financial Controller / Financial Director of several private sector companies

Large, complex change initiatives Malcolm has managed include;

Cost reduction, process and performance improvement programmes in both the private and public sectors

Large scale project & programme planning and management

Privatisation of Central Government organisations

Post merger integration of a global, professional services organisation.

Implementation of regulatory compliance and control procedures

Project and Programme evaluation and recovery

Malcolm is a co-author of the Gower Handbook of Programme Management [2006]

Key experienceDuring the past three years Malcolm has managed major change programmes for two UK Police forces;:

UK Police ForceMalcolm led a Priority Based Budgeting [PBB] review of all functions within a UK police force to fulfil the Police &

Crime Commissioners election commitment to undertake a “root and branch review” of all aspects of constabulary

operations. The project resulted in the development of a balanced, prioritised budget for the 2015 – 16 financial

year, despite continuing reductions in force funding. PBB enabled the constabulary to increase investment in

neighbourhood policing and public protection while managing an overall reduction in funding. This was achieved by

identifying significant savings in lower priority areas of operations and support.

Australian State Police Force - Cost reduction and procedural reform programmeMalcolm provided coaching and guidance to a team established to reform operational policing and reduce operating

costs for an Australian State Police force. The force had identified, during visits to the UK, Priority Based Budgeting

as its preferred method of achieving operational reform and cost reduction. The force was facing a prolonged period

of funding reduction, similar to challenges faced by UK forces, caused by the impact of significant reductions in iron

ore prices on state finances. Malcolm provided experience and knowledge to enable the police team to achieve

significant cost reductions and performance improvements.

Major UK Metropolitan Police Force – Transformation of policing service delivery to the communityProgramme Manager for the implementation of wide ranging changes to how policing services are delivered for a

major UK metropolitan police force. Malcolm was responsible for coordinating the planning and delivery of the wide

range of processes, procedural and organisational changes required to introduce Neighbourhood based policing.

These changes impacted directly upon the working practices of twenty one thousand police officers and staff

distributed across thirty two operational policing districts.

Large UK provincial Police Force – Cost reduction programme in response to 20% funding reductionsIn response to the announcement of a twenty percent reduction in central and local government funding to the

force, Malcolm designed, developed and led the implementation of a cost reduction programme that ultimately

resulted in savings of £ 60 million over two years, i.e. a 20% reduction in cost for the areas within scope of the

programme. The programme used a Priority Based Budgeting approach to identify efficiency improvements and

optimum levels of service provision to meet operational requirements.. The programme achieved significant

financial savings while also supporting improvements in organisational performance and public satisfaction.

Other examples of large, complex change programmes Malcolm has managed include:-

Local Government Reorganisation [LGR] - Programme Management and GovernanceAdvised the integration programme of a large English County Council and seven District Councils on programme

governance and management arrangements required to ensure integration into a single authority. Malcolm

facilitated the rapid establishment of a Programme Management function, provided guidance and advice on the

establishment of programme governance and the development of an initial programme plan, complete with

dependencies and deliverables.

Programme Director, County Council TransformationProgramme Director for assessment and design stage of Council wide Transformation Programme. Malcolm

coordinated agreement of the overall scope of Transition and the Governance procedures to be adopted, following

which he also directed the Business Process Reengineering workstream of the Transition, including process based

information gathering to support all Transition workstreams.

Programme Director, Major UK BankProgramme Manager for an International Basel II compliance Programme, responsible for recovery of large,

international regulatory programme [Basel II – Regulatory Capital Adequacy] assigned a “RED” status by its

Executive Sponsor. Malcolm undertook a rapid assessment to identify critical Programme failings leading to major

changes in approach, personnel and governance.

Programme Manager -US owned Global Telecommunications companyDesigned process and managed delivery team to achieve financial controls compliance, as required by the

Sarbanes – Oxley Act, for all business processes within the European region of a US multi-national. This included

investigating and documenting “as-is” processes, developing and executing detailed test procedures, identifying

and resolving business control issues and shortcomings and documenting the control environment for audit by

external auditors as required by the Act.

Programme Manager, PricewaterhouseCoopers [PWC] Consulting merger integration

Managed the post-merger integration Programme Team that set planning standards, established the Programme

scope, maintained approvals procedures, monitored progress, initiated integration activities and supported

individual projects throughout the PwC merger integration. The programme impacted over forty thousand staff in

forty five countries and fundamentally transformed the newly merged firm into a global professional services

organisation.

Programme Manager, UK [Public Sector] Nuclear Engineering OrganisationManaged programme to design and implement robust financial and managerial processes, sufficient to gain

Ministerial approval for privatisation to proceed. The Programme comprised seven interdependent projects to

provide the management processes that would be required by the newly quoted private company.

Numerous Performance Improvement and Cost Reduction programmes - Private and Public sectorMalcolm has directed and managed numerous performance improvement and cost reduction projects, using

structured tools and techniques, including Priority [Zero] Based Budgeting, Activity Based Management, Lean,

Business Process Reengineering and Benefits management to deliver measurable performance improvement.

Projects have been undertaken across both the public and private sectors allowing Malcolm to bring experience of

these varying environments to each new organisation.