A Few Words About Centric Delta

With increasing innovation and digital disruption, most organisations are transforming their business models.  Successfully delivering a transformation program is complicated and organisations often don’t have the change capabilities and culture required.    

Over decades leading transformation programs across various industries, business functions, and enterprise sizes, our team has gained an in-depth practical knowledge of what promotes transformation success and the strategies to avoid the many potential pitfalls along the way.  

Recognising that many organisations could benefit from our collective experience and proven delivery frameworks, in late 2017 Centric Delta was founded. 

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Meet Our Directors

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Mark Layzelle

Managing Director and Co-Founder

Mark has nearly two decades of consulting and transformation program experience.  Starting his career with General Electric (GE), he quickly moved into a Process Improvement and Operational Excellence role as a certified Lean Six Sigma Black Belt.  Over the next 13 years he held various strategic leadership roles across Quality, PMO, Product & Marketing, and Sales.  Before leaving the corporate world to start his Management Consulting journey, he was the Head of Operational Excellence at Latitude Financial Services (formerly GE Money), responsible for forming and leading the Commercial Excellence, Business Process Improvement, Quality Assurance, Learning & Development, and Business Support functions.    

This breadth of experience has armed him with a unique understanding of effective business transformations.  He holds a Bachelor of Economics and Master of Economics from the University of Queensland and is in the final stages of completing his Postgraduate Diploma in Innovation and Design Thinking.  Mark has a keen interest in the organisational application of innovation and business improvement frameworks. 



Ken Lietzow

Director and Co-Founder

Ken is a dedicated leader with over 22 years of successful transformation program experience in banking and finance, superannuation services, insurance and government.  Ken has honed his expertise in executing mergers and acquisitions of businesses, superannuation funds and complex government regulatory change.  Ken works with organisations to set them up for success in:

  • Establishing PMOs and governance structures
  • Program and project discovery and initiation
  • Project Risk Management
  • Project scheduling, budgeting and forecasting
  • Project resource management
  • Project health checks and monitoring



And our Consultants

Nicole Stirling

Marketing Consultant

Previously working client side for global technology brands, Sitecore, Acquia and TechnologyOne, alongside a strong network of agencies, Nicole now helps tech startups and agencies to grow their brand, audience and revenue through marketing.

 Nicole is also the Brisbane Ambassador for Girls in Tech Australia, a non-profit organisation dedicated to eliminating the gender gap in tech, as well as a Certified Practising Marketer at the Australian Marketing Institute.

Contact us for a free consultation

Centralisation of branch network for large Australian Financial Services org resulting in >$8M cost savings over 3 years.


  • Large and costly branch network primarily selling and servicing Personal Loans and cross-selling Credit Insurance and Credit Cards.
  • Poor quality and risk governance given lack of operational controls and technology constraints in the decentralised sales environment. 
  • Difficulties remotely managing the variation in performance for 400+ remote sales staff.
  • Large cost challenges in modernising technology across the branch footprint resulting in years of underinvestment and poor system performance and downtime. 
  • Ineffective capability development due to the decentralisation of the workforce and challenges implementing solutions remotely. 


  • Developed a 3-year, multi-phased strategy to exit the decentralised branch network and implement centralised sales operations, underpinned by an advanced geospatial demand and profit analysis to identify the optimal sequencing of branch exits over time. 
  • Led the ongoing operational transition out of the branch network, while concurrently developing and building a centralised sales target operating model. 
  • The new target operating model included full organisational design, process re-engineering, systems/app customisation and enhancements, data and reporting requirements, governance frameworks and operational readiness planning. 
  • Supported the successful transition to the new target operating model. 
  • Developed and implemented the ongoing quality assurance and performance frameworks to drive improved sales, quality, and regulatory compliance.


  • >$8M cost savings over 3 years through a ~35% reduction in resources and fixed-cost overheads. 
  • All Sales targets were met and maintained within 3 months of centralising operations. 
  • Optimised customer and staff experience by significantly reducing effort resulting through improved process automation and digitisation. 
  • Reduced operational risk through more effective risk-based monitoring and supervision.