One on one with Amy Reynolds, AMR Technology

Spending almost two decades in the channel, Amy Reynolds has witnessed various business and delivery models, spotting a niche that is ripe for disruption and improvement.

Along with her business partner, Morgan Rickett, the two set out to create AMR Technology, bridging a gap between small service providers and government opportunities through lending its expertise and helping both sides navigate project complexities. 

Q: Why did you decide to set up AMR?

Amy Reynolds (AR): AMR was created out of a desire to use our collective strengths and experience to drive meaningful digital outcomes for our community.

For me, growing up in the channel you see a lot of great business and delivery models and some that could definitely improve. Coming from a SaaS vendor to a reseller to an ITAD that eventually developed to an MSP, the channel is constantly evolving to better serve customers and grow capability.

As the market expands there are so many opportunities to build or expand capability, but no one can excel at everything; and it is not always the best solution that is the winning one. 

This insight developed further when studying my Master in IT leadership at Deakin University. 

Combining academic insights and industry IP of sensitive breaches and their impact drove me to further collaborate with researchers across Deakin, University of Melbourne and the Cyber Research Centre to investigate best practice governance to minimise the impact of harm where government departments held sensitive citizen personal information.

Morgan’s background in FinTech and Military sectors brought an additional layer of expertise, enhancing AMR’s approach to delivering not just technology solutions but also fostering deep connections between government, industry, and academia to drive meaningful change.

AMR was founded with the goal of addressing these challenges, helping organisations navigate the complexities of digital transformation while building strong, secure foundations for the future.

Q: How did the idea for the business come about?

AR: Where else, the channel! Morgan and I have long played with the idea of collaborating to build a capability that would enable broader impact. There were so many tangible ways to do this and, at first, we weren’t sold on the startup idea.

We consulted extensively across our network and found a strong response to our personal brands and the combination of the two provided a unique perspective given we both blend our experience across corporate, government and academia.

We found consensus across OEM, Disti, Reseller, SI and MSP partners: we just needed to build it.

Remaining engaged in our government roles keeps us grounded and appreciates what we are trying to achieve at scale. Working with strong partnerships and engaging talent allows us to expand our vision and capability at scale without compromising this.

Q: What are some of the areas of the market that AMR will be addressing?

AR: We identified a key gap in the market where smaller service partners with strong capabilities in digital, cyber, transformation and professional services were overlooked, mainly due to a lack of maturity in product development, connection and project governance. 

Many clients, particularly in government, were desperate for high-value solutions to complex challenges but could only engage enterprise-sized providers that came with enterprise-sized price tags.

This presents an opportunity for AMR Technology to step in and bridge the gap. By wrapping simple product offerings with strong commercial, program, and strategic expertise, along with brokered partnerships between channel partners and high-value suppliers, the company enables the delivery of complex programs through a single source.

This model allows smaller channel partners to extend their go-to-market capabilities, providing clients with high-quality, enterprise-grade services without the hefty price barriers typically associated with these.

 What are some of your goals for the business this year?

AR: Expand AMR’s presence in Canberra and Sydney, targeting high-value solutions for government clients. Grow AMR’s channel partner network, building strong relationships with suppliers and resellers to expand market capability.

 Finalise investor capital to enable accelerated growth. Exceed the seven-figure revenue target maintaining margins for the first full financial year. Reaching these targets will enable further investment in year two, particularly in technology and automation.

Developing our leadership team and keeping AMR agile.

Q: Who inspires you in the business community?

AR: As someone innately passionate about what we do I find inspiration in so many in our industry! That is why I love volunteering for judging panels such as WIICTA, Innovation awards and the AIIA iAwards, seeing how industry talent has the ability to influence real world outcomes and will enable our children to deliver concepts we cannot comprehend yet keeps my cup full.

Innovators like Cathy Foley who was a driving force behind advancements in quantum computing and clean energy at the CSIRO before recently leading as Australia’s Chief Scientist. 

As a young female STEM enthusiast and later in life as I navigated being a mum, MIT student and IT executive she was a fantastic reminder that anything could be achieved, and each experience made me stronger in each part of my life respectively.

As an aspiring female entrepreneur seeing what Melanie Perkins has achieved with Canva as a local female-led startup is also awe-inspiring. We are told the odds are against us but hell, as the daughter of a 15-year-old single mum growing up in Blacktown I was always taught to like beating the odds!

Q: Any key lessons that you’ve learnt during your career that you will take with you into this venture?

AR: Add value: Be excited, continue to challenge and innovate. The largest opportunities I have secured have been due to an incumbent who became too confident or comfortable that they stopped adding value. Don’t let things stagnate as others will see this as an opportunity. If you do stop loving it, get out, you have outgrown it, or it has outgrown you. This works for clients, vendors and careers.

Collaboration is key: Work with those who bring complementary strengths to the table. The best outcomes come when diverse minds come together in a safe place, sharing ideas and solutions. No one has all the answers, but together, you figure it out. Build relationships based on trust and mutual respect. When people feel heard and valued, they’re more motivated to contribute and push boundaries.

Foster talent: Surround yourself with people who challenge your perspective. Give them the space to grow and offer support where needed. The strongest teams are made up of individuals who are constantly evolving. Always make room for talent to thrive and the results will speak for themselves.