CEO Toby Wicks: Rapid Reflections on my First Year at RE:ACT

Rapid reflections on my first year at RE:ACT. I can still remember my interview as if it was yesterday.The no nonsense, brutal efficiency of the Chair of the Board, General Sir Nick Parker’s two words: “Convince me.”...And my shock and excitement at getting the nod a short while afterwards.

The Chief Executive job isn’t easy, but the transition into the role has been.I put this down to two things, the outstanding reputation RE:ACT has built operationally and the immense support I have received from so many people over the last twelve months, often in the form of delightful and inspiring conversations.

I’m learning so much... and when I think about what’s next, there are three areas to highlight that demand our attention: 

First, to be a true force multiplier and maximise our impact RE:ACT needs to invest in and manage partnerships more intentionally. We will always achieve a better response for the most vulnerable and hardest to reach people in need working with partners. Our collaborative response in Ukraine – with Ukraine Education Platform, Help Ukraine Center and many others – has demonstrated this perfectly. Evolving approaches and on-the-ground adaptation like this require diversity, agility, and specific lenses and expertise. 

Similarly, we need to do more to make sure that the partners who support our success understand the fundamental value they bring, as our scale and operations depend on our ability to secure sustainable funding.

Second, we are continuously engaged in approach-testing processes, to improve the way we work and how we can make progress.Our support to the Commonwealth Games was a good example of this and a wonderful opportunity for me to see the organisation from every angle. I am surrounded by brilliant people, including several who disagree with me! The result?Learning ‘on-the-go’ is an intrinsic aspect of RE:ACT... such as adapting our mutually reinforcing training and operations. This is exceptional but we have our limits. So we need to get even better at prioritising, making sure that the steady state is slick, “small asks” become much easier to execute, and that we get even better at asking for help.

Third, RE:ACT is a people offer and our lean, fast, needs-driven model is both increasingly relevant and acutely dependent on the exceptional quality of the Responders and volunteers as we push the decisions as close to the action as possible. We are not about competition, control, or size.The model is all about collaboration, complementarity, and learning, respecting identities and using each other’s strengths.This demands that we learn from each other and push each other to improve quality and value. We must double down on our engagement with Responders and volunteers who give so much and deserve the very best experience, and realise the full potential of such an outstanding pool of talent. 

Ultimately, RE:ACT is not about what we are but what we achieve in the eyes of the people in need.Back to my interview... If memory serves, my attempt at an answer to Nick revolved around the potential for the RE:ACT model to transform humanitarian responses. And if the last year has taught me one thing it’s that people really don’t need much convincing to come on this journey with us. 

Everybody is ready. From the most committed and passionate volunteers, Responders, Trustees, and staff that I have ever had the delight to serve, to peers and colleagues in the sector who have given me ideas and fresh perspective –they have all wanted to help because they love RE:ACT. And that’s why I’m so excited for what’s to come...

Yours ever, Toby