Malcolm Anthony is an experienced Director and Programme Manager with over 25 years of experience managing complex change initiatives in both the private and public sectors. He has managed a wide range of projects involving technical, cultural, and organizational change. Recently, Malcolm has worked extensively with police forces, managing priority-based budgeting reviews and reforms to improve processes, performance, and cost reduction. He brings expertise in programme management, governance, and benefits realization to enable clients to achieve tangible outcomes from change initiatives.

1. Malcolm Anthony
Position
Director – ProjectProject Limited
Qualifications
Chartered Management Accountant [1984]
MBA - University of Wales [1989]
PRINCE2 Practitioner
Managing Successful Programmes Practitioner
Areas of expertise
Malcolm 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 2016 – 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 experience
During the past five years Malcolm has managed major change programmes for four Police forces;
UK Police Force
Malcolm worked in partnership with a retired senior police officer to redesign and reform the Professional Standards
Branch of a large metropolitan police force. The project, initiated in response to a series of events that had seriously
damaged public confidence, used a business analysis and design framework developed by ProjectProject Limited
to reform and redesign processes, procedures and working practices across all aspects of police complaints

2. resolution and conduct investigations. All reforms were overseen by an external review panel to ensure they
provided appropriate, timely, unbiased and proportionate responses to all complaints and conduct investigations.
UK Police Force
Malcolm 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 programme
Malcolm 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 community
Programme 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 reductions
In 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:-
MoD - Programme Management of Major Procurement
Malcolm led a small team to develop a framework of Programme Management and Governance to be applied to
major MoD equipment procurement. Malcolm facilitated discussions with senior military officers and civil servants to
ensure that the proposed procedures were both fit for purpose and based upon acknowledged best practice.
Programme Management processes and procedures were, once agreed, fully documented and extensive training
materials developed to support their rollout.
Local Government Reorganisation [LGR] - Programme Management and Governance
Advised 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 Transformation
Programme 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.

3. Programme Director, Major UK Bank
Programme 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 Company
Designed 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 Organisation
Managed 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 sector
Malcolm 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.