Amon Wooldridge

- Responsible for defining and executing the RxSS Unified Product Delivery Platform strategy to facilitate a streamlined developer experience through managed platform components. - Member of the Executive Leadership Team focused on new business development and strategic partnerships to align the company's mission and vision with its OKRs, using ruthless prioritization to ensure that teams are focused on the most important initiatives. - Accountable for overall reliability and total cost of ownership of RxSS products - Work in concert with RxSS Product leadership in the execution of a multi-product roadmap to drive member engagement. - Partnered with Product leadership to rollout Durable Product Teams to RxSS’s product centered approach to software delivery resulting in clearer accountability in the engineering and product teams. - Packaged key APIs into a technology integration product, creating a new revenue stream and increased customer engagement and retention. - Reinforced agile methodologies that refocused teams towards delivering smaller, incremental product capabilities. This resulted in a faster time to market increased pace of learning. - Reintroduced product increment planning (quarterly planning) resulting in clearing expectations to senior leadership and product stakeholder community. - Responsible for the creation and execution of the technology integration work stream for the seamless integration of RxSS into McKesson.

- Executive responsibility for an engineering organization of 200+ associates developing EHR application and service platform products across the United States and Bangalore, India. - Co-Executive Sponsor for engineering resiliency and product reliability programs - Manage vendor relationships with New Relic and Hazelcast

- Led an organization of 100+ associates across the U.S. and India managing 20+ SaaS delivered healthcare products used by over 300 clients - Accountable for capital budget planning and execution in excess of $10M annually - Drove cross organizational programs between operations and development focussed on service reliability to achieve system uptime of 99.9%+

- Provided weekly on-site leadership and support for a large urban multi-facility strategic client. Responsible for day to day executive communication to client CIO and IT leadership, performed regular rounding on clinical floors to visit first hand with users, driving an actionable plan of continuous improvement. - Performed timely and accurate incident management practices to reduce mean time to recovery of client incidents. With-in 3 months of taking over account, the system was brought into alignment of contractual SLAs.

- Responsible for building trusted, longstanding, relationships with client executive team including fostering the growth of C-Suite relationships. - Develop and manage holistic approach to the client relationship including business, operations and delivery, economic performance and integration with Cerner across all venues and levels aligning profit and value for both Cerner and client. - Provided day to day engagement with client management team providing oversight for consulting needs by meeting with managers and directors regularly, I aligned the appropriate resources enabling project delivery timeliness. - Drove $18M in existing business sales extending the platform and end-user value of the electronic medical record through the integration of bedside devices, professional services master agreement extension, two large scale upgrade projects and completed a multi-year technology alignment agreement that made Cerner the preferred supplier of choice for the client’s computing needs. - Attained cash collection of $8M in excess of invoiced amounts in a single quarter. This enabled Cerner to make the necessary cash collection target.

- Provided technology roadmap guidance to one Cerner's largest clients. - Contributed to the Cerner Millennium upgrade project by advising client IT executives on process and procedures

- As the strategist for database architecture, I worked closely with executive leadership to drive improvements of solutions into client organizations using strong interpersonal and communication abilities. - Prepared and presented Cerner Health Conference presentations on: Oracle Roadmap; IP Solution Roadmap; Installation and upgrade improvements for audiences of 200 or more for three consecutive years.

- Drove implementation of IBM WebSphere MQ platform integration with EMR system at early adopter clients. Responsible for creating failover strategies for queuing system, repeatable installation processes and complete documentation. - Owned technical relationships with release upgrade partners to shorten timelines and improve overall upgrade project experience for clients.

- As a project engineer I provided technical oversight to complex projects as they were planned and deployed at a large provider of wireless telephone services. Through the use of proven design methodologies to appropriately size and scale systems I was able to reduce hardware capital expenditures for the client by over $1M in less than 9 months for the customer care organization alone. - As a process consultant, built foundation for an affiliate business program for a large publication firm focusing on greeting cards. This program would allow retail storeowners unique access to an online market place of suppliers that targeted products for retail gift shops. To further separate the portal into it’s own entity I provided a detail specification and plan for decoupling the unit from the parent’s batch processing / real-time data transactional environment. - Provided project support of a large-scale (200+ consultant) engagement. This role required high attention to detail in completing the monthly client invoice and validation of associate billed time and expenses. Completed two projects to automate the associate time auditing and partial generation of client bill ensuring adherence to rigid contractual requirements. - Led a continuous improvement initiative for a testing engagement that reduced testing cycles by 50% by analyzing multiple team’s approaches and data sets and removing or consolidating redundancy in process.