Career
After leaving the Army Roebuck used his knowledge of leadership to develop performance improvement initiatives in organisations such as Deutsche Bank, Goldman Sachs, Bank of New York, Bank of England, and other financial institutions; Arts Council, legal firms and UK Government. In 1992 he received his MBA from Cass Business School in London. His final dissertation on organisational communication was featured in The Times on BBC Television and published worldwide in the International Journal of Strategic Management.
In the late 1990s Roebuck lectured at the Royal Military Academy Sandhurst and the Joint Services on utilising the best of both military and commercial leadership techniques for the benefit of students. He also advised on updating the course at the Royal Military Academy Sandhurst.
In 1999, Roebuck was a member of an expert panel on improving leadership in British business for the government
After roles with the executive team at London Underground developing the Public Private Partnership, building a new business line for KPMG and helping HSBC investment bank put a leadership development system in place, Roebuck worked at UBS in Zurich from 2002 to 2006.
At UBS, Roebuck and colleagues led the delivery of a for the bank’s top 500 leaders and subsequently co-ordinated this via the business divisions for the other 70,000 employees. This underpinned a new corporate alignment, culture and brand that improved the bottom line and the position of UBS in the global banking rankings through entrepreneurial leadership. As a result, in 2005 UBS won the title “Best Company for Leaders Europe” and “Best New Corporate University awards”, won the Corporate University Best Practice and Excellence awards in 2006/7, and was in the top 10 of best companies in Europe 2007. The UBS talent and leadership initiative now forms a key part of a Harvard Business School Case Study "UBS: Towards the Integrated Firm" on supporting strategic business change, realignment and improvement via talent and leadership activity. This case is also reviewed from the organisational culture and performance perspective. During this period, Roebuck developed the initial concept of Entrepreneurial HR which he continues to develop.
Since 2006, Roebuck has worked with organisations as diverse as the British National Health Service (the 4th largest organisation in the world) and organisations working in international logistics, legal, transport, media and not for profit sectors. Roebuck also advised on the implementation of the 2009 report for the UK Government on Employee Engagement “Engaging for Success” and in 2011 advised the King's Fund on developing leadership in the NHS for their Commission to the UK Government. He is also an executive coach and business mentor.
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