Usernames and passwords have become the familiar way for people across the world to identify themselves online. Often, the same personal details are used across multiple websites and apps leading to an ever-increasing risk of people being hacked or being manipulated in to giving away important information – known as social engineering.
Callsign changes the rules of identification and authentication. By using the thousands of data points available, such as typing or swiping techniques, location, online habits, face recognition, devices and passwords, it can determine whether someone is who they say they are. Most of these data points are friction-free for the user. This means that the user doesn’t have to do anything, as the data points are used to determine that someone's behaviour is within their normal pattern. And if there’s a deviation from the norm, they then intelligently introduce further tests, avoiding a rules-based approach that can be replicated by those with bad intentions.
Callsign is a fast-growing business with a cutting-edge solution. The pace of scale and growth has been so significant that the initial business functions and processes have been quickly outgrown. In order for the business to keep pace with the market demand, Callsign needed access to expert support with finance, tax and other core areas to ensure they were demonstrating robust and scalable governance. Having built a strong relationship with the CEO, we quickly provided an interim CFO who, as well as having the requisite skills, also had a background in working with fast-growing technology companies.
In addition to the secondment, we were then able to support on Callsign’s international tax position including their operations in the US and the governance requirements of the ISO 20017 accreditation – both of which are valuable elements of the company’s expansion plans.
Zia Hayat, Chairman, CEO and Founder of Callsign, said: “KPMG were able to match us with a great secondee to fill some gaps we had, but also to bring top quality expertise and experience of businesses like ours. In turn, that has allowed us to work with them to support other areas where their specialists in the UK and overseas could help. It’s been a really positive experience to date and we look forward to collaborating with them on the next stage of our growth journey.”
Kevin Smith, Lead Partner at KPMG in the UK, said: “Callsign is an innovative new business in an exciting area and we’re delighted to have built a strong relationship with the team there. We’re committed to working with great businesses through their lifecycles. Companies can now go from start-up to the emerging business giants of the future, faster than ever before.”
Callsign is an innovative new business in an exciting area and we’re delighted to have built a strong relationship with the team there. We’re committed to working with great businesses through their lifecycles. Companies can now go from start-up to significant faster than ever and become the emerging business giants of the future, faster than ever before.
Kevin Smith, Lead Partner, KPMG in the UK
For three years, KPMG in the UK has worked hand in hand with Civil Service Learning (CSL) to bring high quality learning to 400,000 civil servants in the UK and overseas.
Together, we support the Civil Service by developing the workforce capabilities it needs to address the major challenges it faces – both today and tomorrow. To date, this has seen us deliver over 1.5 million hours of learning, across 430 locations to staff within 173 different government bodies.
This year, our comprehensive curriculum of Learning and Development (L&D) has continued to evolve to meet the Civil Service’s current priorities and emerging needs.
When the Civil Service began preparing for life outside the European Union, for example, our consortium of 30 leading L&D suppliers made sure that thousands of civil servants could be equipped with the new skills and knowledge this requires.
When the organisation stated its aim of becoming the most diverse in the UK by 2020, we provided the learning programmes needed to improve people’s understanding of what modern day diversity and inclusion look like.
And when it was announced that improving the Civil Service’s management capability was a leading priority, we were able to deliver programmes like ‘Management Fundamentals’, covering all the basics of good management.
Mike Zealley, Managing Director of KPMG Learning Solutions in the UK, said: “Alongside CSL we’ve used innovative learning models and data-driven insights to keep improving the curriculum. We’ve added new topics, created new programmes and worked with Civil Service departments and professions to make sure that materials remain relevant in the face of the changes sweeping across the organisation.”
To help the learning have the greatest possible impact, we’ve supported CSL with the substantial task of changing the culture of learning across the Civil Service. Learning within the organisation is now about experiential blended learning, rather than traditional classroom learning.
Such an approach requires immediate access to high quality digital learning activities and the opportunities to practise new skills and ideas in the safe environment of a face-to-face workshop or back in the workplace. And it’s essential that such activities are firmly grounded within the day-to-day realities of learners’ working lives. Context and real-life relevance therefore underpin every single learning activity within the CSL portfolio.
The new approach is working, as evidenced by an 89% success rate in learning evaluation and a marked improvement in the access to, and satisfaction with, L&D, according to the annual Civil Service staff survey. Furthermore, it is projected to deliver £50 million of savings by the end of 2019.
At the heart of this lies CSL, now transformed into an undoubtedly best-in-class expert learning function, playing a crucial role in preparing departments across the Civil Service for the major transformations they are undertaking.
Nick Walker, Deputy Director at CSL, said, “Delivering a project of this sophistication and scale requires an incredibly strong collaborative relationship. Throughout the extensive curriculum design, production and implementation phases, the KPMG consortium have worked in the spirit of partnership. Innovative, hard-working and with an unwavering focus on our stated objectives, it’s no surprise that they have been able to help us produce a cutting-edge L&D curriculum.”
Delivering a project of this sophistication and scale requires an incredibly strong collaborative relationship. Throughout the extensive curriculum design, production and implementation phases, the KPMG consortium have worked in the spirit of partnership. Innovative, hard-working and with an unwavering focus on our stated objectives, it’s no surprise that they have been able to help us produce a cutting-edge L&D curriculum.
Nick Walker, Deputy Director at CSL