Mike Mitchell

MissionMode began as a business automation platform to integrate voice, text, and email to automate business tasks for executives. Through interactions with early clients, it became clear that the need for such automation went far beyond the C-suite and extended throughout the enterprise.
Over the course of 10 years, I led MissionMode's product and operations team, pioneering the technology that integrated voice, text, web, and mobile-based tools into a comprehensive crisis management and communications platform. It was the platform that utilities, banks, airlines, manufacturing, and logistics firms counted on to be available when their own systems and processes failed.
While competitors focused on increasingly commoditized mass notification functionality, MissionMode went far beyond notification to add value in situational awareness and task management. I partnered with organizations like FedEx and Stanford University to create innovative industry-specific solutions in logistics and higher education. For example, he designed a dynamic crowd-sourced situational awareness tool called EarShot, which revolutionized the approach to safety and security in large campus environments.

As VP of Transformation for Hypergiant, I led the design and execution of a multi-project portfolio to initiate the digital transformation of a global client who was trailing years behind its competition in multiple industries.
My team took a center of excellence approach to perform discovery across a broad and set of business groups, prioritize pain points and common themes, establish design and infrastructure standards, and architect shared platforms that could be leveraged by diverse business to achieve tens of millions of dollars in annual business value.
Artificial intelligence and an aggressive data strategy was proposed in every possible solution to ultimately centralize and normalize the client's vast enterprise data and knowledge. AI ethics policies and governance were proposed to ensure the use of such technology and data maintained the client's longstanding corporate principles, prioritizing its customers, employees, and the communities it serves.

Even the most successful services firms struggle with how to leverage their IP into higher margins and better efficiency for their services engagements. While developing accelerators and even whole products is common within these organizations, the business model is generally antithetical to what's needed to commercialize and sustain a software product.

As part of an internal enterprise transformation effort which Mike also led, he developed a recommended structure and process under which a large services firm could support its ongoing development of productized software IP. This strategy included specific goals and KPIs which acknowledged the difficult nature of product development in services firms, and identified specific organizational, cultural and financial structures and incentives necessary to drive success in this area.

The strategy was adopted and is being used today as the basis for the product division at the firm.