AMR In Practice: Complex Programs, Real AMR-Led Outcomes

AMR embedded CTO leadership to rebaseline the organisation’s digital strategy and roadmap where competing initiatives had diluted focus. Alongside governance reset, AMR worked directly with internal ICT leaders and teams to clarify ownership and rebuild trust in delivery. Practical mentoring and targeted restructure improved internal capability, lifted user experience, and restored executive confidence as delivery accelerated. Within six months, priority initiatives progressed faster than expected and with fewer resources than previously assumed. 

AMR vCISO leadership was engaged to bring visibility and structure to cyber risk in a highly regulated environment with no established Essential Eight maturity baseline. A full audit and strategy baseline was completed across cloud, infrastructure, identity, data protection and domain controls. AMR defined a funded uplift roadmap aligned to NSW audit expectations, enabling minimum governance requirements to be met within three months and Essential Eight Maturity Level 1 within six months of commencement. 

AMR was engaged to provide independent program assurance for a long-running government GIS modernisation that had repeatedly stalled despite available funding. Assurance was applied during delivery to restore decision clarity, align vendor and internal stakeholders and test governance effectiveness as conditions changed. The program progressed from low confidence to full implementation within eight months, including data migration and user uplift, with executive approval and strong internal feedback. 

 AMR governed a large-scale Microsoft 365 uplift spanning more than 1,000 user accounts and a complex delivery landscape across seven Tier 1–2 vendors. Governance was structured to restore a clear view of dependencies and vendor accountability as delivery progressed. The program was delivered ahead of schedule and under budget by 30%, providing executives with renewed confidence that coordinated, multi-vendor change could be delivered with minimal disruption. 

 AMR was engaged to restore operational visibility ahead of a planned network modernisation program. A comprehensive network audit was conducted across 16 sites, including Layer 2/3 topology, asset validation, vendor applications and supporting operational processes. The engagement produced complete as-built documentation and an operational runbook that enabled informed decision-making before investment, reduced delivery risk, and provided BAU teams with practical documentation and knowledge transfer to strengthen ongoing service coverage.

 AMR supported a M365 rollout across a geographically distributed organisation where maintaining service continuity and staff confidence was critical. An embedded Program Manager and two dedicated HyperCare technical specialists provided onsite support across regional locations during the post-go-live period. Over 80% of staff rated the go-live experience positively, with communications consistently cited as clear and effective. The HyperCare model was recognised as central to successful adoption and a smooth transition into steady-state operations.