Our AMR Journey
How AMR was formed to operate in regulated environments
AMR did not begin with a single idea or opportunity. It formed through the convergence of two professional paths shaped by sustained work at the edges of government, Defence, industry and academia. Both founders had spent years operating in environments where technology decisions carried consequence. Across sectors, the same pattern appeared repeatedly: delivery momentum accelerated faster than governance, and accountability diffused as programs expanded.
What differed was not the problem itself, but how each founder had learned to respond to it. One brought experience from Defence and national-security contexts, where disciplined decision-making and clarity under pressure are not optional. The other brought experience delivering large-scale enterprise and public-sector transformation, alongside active academic research into digital governance and security risk.
Together, these perspectives revealed something more durable. Defence experience showed how decisions behave under scrutiny. Industry delivery exposed how scale and complexity distort accountability. Academic research provided the evidence needed to challenge accepted practice rather than repeat it. AMR emerged from this intersection as a deliberate operating model, designed for environments where decision ownership must be sustained through delivery.
Our Leadership Team
Experienced leadership, real accountability
AMR is led by practitioners who have operated in accountable public and regulated environments, where technology decisions are examined long after approval and responsibility cannot be deferred. Our leadership team has operated across government, Defence, academia and regulated enterprise, with a shared understanding of what it means to remain accountable as decisions move from approval into delivery.
At AMR, leadership is not separated from delivery. Our leaders remain involved as programs progress, maintain oversight as conditions change, and intervene where judgement is required to prevent control from eroding.
Morgan Rickett: Co-Founder & Director
Morgan Rickett is a technology and communications leader with experience operating in sustained, high-consequence environments where systems must continue to function and leadership decisions must hold under prolonged pressure. His background is grounded in Defence and national-security contexts, where maintaining operational control depends on clear decisions sustained over time.
At AMR, Morgan is closely involved in programs where underlying complexity cannot be allowed to undermine stability. He works alongside leaders responsible for environments that must remain dependable under changing conditions, ensuring decisions translate into execution that holds rather than fragmenting across teams or vendors.
Morgan brings a steady, people-centred approach to navigating difficult change. He helps leaders maintain cohesion as responsibilities shift, reducing risk by keeping governance and operational realities aligned as delivery pressure increases.
Through his role at AMR, Morgan supports organisations facing heightened scrutiny to stabilise critical environments and reduce exposure while maintaining confidence that control has not been compromised.
Amy Reynolds: Co-Founder & Director
Amy Reynolds is a senior technology executive who works closely with leaders operating in accountable public and regulated environments, where decisions must remain defensible as delivery unfolds. Her experience spans government and enterprise roles, informed by sustained engagement with academic research into digital governance and security risk.
At AMR, Amy works directly with executives and boards where technology risk cannot be delegated and oversight must remain active beyond approval. She is often engaged when delivery confidence has begun to erode, or when an initiative is sufficiently critical that decision ownership must be clearly established before momentum hardens.
Amy brings a calm, practical approach to navigating complexity. She helps leaders maintain clarity as programs evolve, working through difficult trade-offs as conditions change. Her focus is on ensuring organisations emerge with stronger control and understanding, not simply completed programs.
She also brings experience operating within formal governance structures, including board and committee environments where independent oversight is expected and accountability is ongoing.