Profile
“We believe effective advising means helping people understand not just what questions they have, but the depth behind them. Teaching this way deepens relationships and leads to lasting connections”
Michael Bisaro,
StraightLine
Megan Reed is a highly accomplished human resources executive with over 20 years of experience shaping people and culture strategies, leading organisational transformation and providing executive HR leadership across the technology, telecommunications, finance and higher education sectors. Throughout her career, she has built and nurtured high-performing, people-centric cultures that fuel business growth, enhance workforce capability and drive customer success.
Reed has a proven track record of establishing HR functions from the ground up, guiding organisations through periods of rapid expansion and revitalising established teams through strategic leadership, talent development and organisational design. Under her guidance, HR teams have earned recognition for excellence in employee experience, leadership development, diversity and inclusion and change management.
Named to HRD’s Global 100 – HR for 2025, Reed is known for her collaborative, hands-on leadership style that seamlessly blends strategic vision with practical execution. She is passionate about leveraging culture, employee experience and workforce insights as powerful drivers of performance and engagement.
In her current role as Executive General Manager, People and Culture at Pivotel, Reed brings this philosophy to life – strengthening organisational capability, fostering innovation and supporting a connected, high-performing workforce that underpins Pivotel’s continued growth across Australia and New Zealand.
Gold Coast, Qld
0400 011 438
meganreedmail@gmail.com
linkedin.com/in/meganreed2
pivotel.com.au
Megan Reed
General Manager, People and Culture
Pivotel Satellite
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Milestones
“Transitioning from a pure advisory focus to a combined leadership and advisory position has made balancing all responsibilities with limited time especially difficult. To address this, we’re bringing in people who can share the load, training our team to handle more, and implementing new tools to boost productivity”
Michael Bisaro,
StraightLine
2001–2019
2017–2018
2019–2022
2022–2024
Present
2010–2016: Head of Human Resources at IBM Corporation
2016–2019: Head of Learning and Organisation Development at IBM Corporation
2015: QUT St George Fostering Executive Women International Scholarship
2010–2019
2017: Brandon Hall Silver Excellence Award for Best Leadership Development; Brandon Hall Silver Excellence Award for Best Competencies and Skill Development Program
2018: AHRI National Finalist: HR Innovation and Creativity; AHRI National Finalist: HR Technology
2017–2018
2019–2021: Chief People Officer at TOA Global; Director of Learning and Development role at AB2 Institute
2021–2022: Head of HR Business Partnering at Griffith University
2019–2022
2022–2024: Chief Human Resources Officer at oVice
2024: HRD Australia and New Zealand’s Hot List; HRD winner: Best Remote Work Strategy; HRD finalist: Best Workplace Flexibility Program
2022–2024
Executive General Manager, People and Culture at Pivotel Satellite
Online Facilitator, School of Management, RMIT University
Global 100 – HR 2025
Present
Milestones
Milestones
Sept 2021
Feb 2022
Apr 2022
Jul 2022
Aug
2022
Suncorp Bank introduces Solar Home Bonus offer for customers who are choosing renewable energy for their homes
Sept 2021
Month-on-month market share growth commences
Feb 2022
Suncorp Bank wins the Canstar award for most outstanding value in investment loans
Apr 2022
Suncorp Bank wins Money Magazine’s Bank of the Year and Business Bank of the Year awards for the fifth year in a row
Jul 2022
Suncorp Bank’s turnaround times are the lowest they have ever been. The lender becomes Australia’s first certified carbon neutral bank for both its operation and transaction services
Aug 2022
Milestones
“Transitioning from a pure advisory focus to a combined leadership and advisory position has made balancing all responsibilities with limited time especially difficult,” he says. “To address this, we’re bringing in people who can share the load, training our team to handle more, and implementing new tools to boost productivity. It’s just as challenging as I expected, especially letting go of tasks I once handled directly. Ultimately, it all comes back to managing capacity, time, and the continual adjustments that come with it.”
With an aging wealth management industry, Bisaro has placed much of StraightLine’s attention on internal mentorship. By partnering with various universities, Bisaro and StraightLine are providing opportunities for the advisors who will be carrying the industry’s torch into the next era.
“The mentoring aspect of what we’re doing has really defined our corner of the industry. It’s become central to how we grow, not just as a firm, but as individual professionals. Mentorship allows us to expand our capabilities beyond ourselves and ensures that knowledge and experience are carried forward,” he explains.
“Of course, there’s a practical benefit to our firm in cultivating future talent, but it goes far beyond that. The industry needs this. People need this. Supporting and developing the next generation of advisors is a natural and essential extension of who we are and what we do.”