WHO WE ARE
Mike Reid founded 2transform Consulting in 2003. He has more than thirty years of experience assisting clients to optimise their service delivery operations by migrating their services to digital channels and transforming both the way they interact with their customers and the way they manage their service delivery functions.
He is an experienced, independent business consultant with a history of helping organisations bring new services to market, solve complex business challenges and transform the way they operate, the way they interact with their clients and the way they deliver their services. Much of this work has involved designing and leading technology-enabled and/or legislatively-driven change and digital transformation.
Mike’s experience spans the financial services, professional services, central, regional and local government, telecommunications, information technology and business process outsourcing industries.
He brings a structured approach to analysis and planning to ensure strategies and objectives are clear, constraints are known and managed, and the root cause of problems or obstacles have been identified and addressed. He develops a compelling vision for the desired outcome, communicates this effectively to all parties and ensures the team stays focused on achieving this and becoming passionate advocates for change.
He is a firm believer that before doing something right, you first need to identify the right thing to do. This philosophy underpins his business architecture methodologies and frameworks, and ensures that all aspects of change are identified, addressed, linked and aligned. These methods focus heavily on aligning business and technology interests and providing traceability from strategy to execution. They are also centred on the desired customer experience and the experience that must be provided to staff and management to enable them to deliver this customer experience both effectively and efficiently.
Mike’s broad range of work experience, prior to his move into consulting, spans most of the core business functions, from strategy, business development, marketing and sales to finance, business analysis, technology and operations (service delivery). This positions him well to ensure all impacts of the proposed change are investigated and understood and the changes required for all elements of the business operating model can then be identified and aligned, before being communicated in a compelling business case. These linkages are then maintained throughout the design, build and implementation phases (from concept to reality) providing confidence to sponsors and other key stakeholders that their investment in change has been not only comprehensively planned but also executed in line with this plan.