Robert Pearson

Upon initial integration into the company, I discovered a lack of a coherent plan, staffing, and tools to utilize the vast amounts of data stored. I then developed a plan to shift the company from IT-centric BI to a self-service model. Hired/onboarded the team, chaired key executive committees, and directed the overall transformation. Within a year, these efforts achieved a 700% growth in BI utilization, the Data and Reporting team grew from 2 to ~60, and the company deployed a new data… Show more

Upon initial integration into the company, I discovered a lack of a coherent plan, staffing, and tools to utilize the vast amounts of data stored. I then developed a plan to shift the company from IT-centric BI to a self-service model. Hired/onboarded the team, chaired key executive committees, and directed the overall transformation. Within a year, these efforts achieved a 700% growth in BI utilization, the Data and Reporting team grew from 2 to ~60, and the company deployed a new data visualization /management tool (Tableau) to ~2000 users. Show less

Charged by the Chief Innovation Officer to restore order to an underperforming software development/solutions delivery team. I identified massive technical debt, siloes, and isolated efficiency gaps that hindered performance. Then, built roadmaps to resolve and utilized data to compare/improve team workflows. This reduced costs by ~50% and dramatically reduced technical debt by automating key data analytics processes; vital team members were recognized and promoted.

I was appointed CTO and tasked by the Vice President with elevated responsibility and authority to intervene. I led efforts and contributed materially to advance an 80-page RFI response document showcasing services and tools, led a decentralized/highly matrixed team, and developed a lightweight reporting method to ensure efficient communication and collaboration. These efforts enhanced standings and facilitated the completion of the migration Proof of Concept, which enabled the company to… Show more

I was appointed CTO and tasked by the Vice President with elevated responsibility and authority to intervene. I led efforts and contributed materially to advance an 80-page RFI response document showcasing services and tools, led a decentralized/highly matrixed team, and developed a lightweight reporting method to ensure efficient communication and collaboration. These efforts enhanced standings and facilitated the completion of the migration Proof of Concept, which enabled the company to compete for new opportunities. Show less

Current Healthcare data technology was fragmented and incapable of storing different data types in one place, hindering innovation and data use for clinical surveillance. I was selected by the President of Providence Health & Services (in a joint venture) to develop an architecture to present healthcare data for AI/ML/analytics aimed to transform healthcare delivery. I conducted interviews with healthcare and AI leaders, then spearheaded an architecture design that consolidated data into one… Show more

Current Healthcare data technology was fragmented and incapable of storing different data types in one place, hindering innovation and data use for clinical surveillance. I was selected by the President of Providence Health & Services (in a joint venture) to develop an architecture to present healthcare data for AI/ML/analytics aimed to transform healthcare delivery. I conducted interviews with healthcare and AI leaders, then spearheaded an architecture design that consolidated data into one usable/scalable platform. The product was adopted for implementation and ultimately catalyzed Multiscale’s acquisition. Show less

I was tasked by the CIO to test the implementation of a new data processing system for a real-time clinical surveillance PoC in 5 acute care hospitals to provide real-time data through dashboards. I provided overall team leadership and technical oversight for the entire effort. I worked closely with Microsoft on data requirements and completed a build-out of the PoC. Ensured quality of the data and end-to-end functionality of the solution and reported results to executives. Within a year… Show more

I was tasked by the CIO to test the implementation of a new data processing system for a real-time clinical surveillance PoC in 5 acute care hospitals to provide real-time data through dashboards. I provided overall team leadership and technical oversight for the entire effort. I worked closely with Microsoft on data requirements and completed a build-out of the PoC. Ensured quality of the data and end-to-end functionality of the solution and reported results to executives. Within a year, successfully delivered an innovative Proof of Concept incorporating real-time clinical analytic algorithms with the platform, which resulted in saved human lives and a consolidated $50M clinical data project for the company. Show less

Upon my initial integration with the company, it was clear that a new customer engagement approach was required. I then incorporated Agile methods to augment the upkeep of the CRM, facilitating a time-saving overview of opportunities and accounts up for renewal and cross-selling. Initiated scrums and regular stand-ups to ensure continuous improvement. Within 6 months, these efforts achieved 100% of the sales quota (valued at $30M); was rewarded with participation in the 100 Percent Club for… Show more

Upon my initial integration with the company, it was clear that a new customer engagement approach was required. I then incorporated Agile methods to augment the upkeep of the CRM, facilitating a time-saving overview of opportunities and accounts up for renewal and cross-selling. Initiated scrums and regular stand-ups to ensure continuous improvement. Within 6 months, these efforts achieved 100% of the sales quota (valued at $30M); was rewarded with participation in the 100 Percent Club for outstanding performance. Show less

The existing incentivized structure within the company did not allow internal teams to work together effectively. I identified an opportunity for different departments to work cohesively to meet customer demands. Then, developed an incentivization plan for collaboration and increasing odds of customer retention. These efforts resulted in an additional $1.5M of previously unforeseen sales revenue within three months (compared to a typical 12-to-18-month cycle), leading to the declaration of Best… Show more

The existing incentivized structure within the company did not allow internal teams to work together effectively. I identified an opportunity for different departments to work cohesively to meet customer demands. Then, developed an incentivization plan for collaboration and increasing odds of customer retention. These efforts resulted in an additional $1.5M of previously unforeseen sales revenue within three months (compared to a typical 12-to-18-month cycle), leading to the declaration of Best Practice and established across a larger sales territory. Show less

I was promoted by the SVP of Customer Success to revitalize both the Sales Engineering and Customer Success teams by implementing Agile tools and processes from the ground up, which enabled more effective sales engineering and customer success execution. This included collecting data to quantify effort and track work in progress, blocked tasks, or tasks in the backlog to ensure timely actions to speed time to revenue. Dashboards were also created to report team utilization, labor cost inputs… Show more

I was promoted by the SVP of Customer Success to revitalize both the Sales Engineering and Customer Success teams by implementing Agile tools and processes from the ground up, which enabled more effective sales engineering and customer success execution. This included collecting data to quantify effort and track work in progress, blocked tasks, or tasks in the backlog to ensure timely actions to speed time to revenue. Dashboards were also created to report team utilization, labor cost inputs, user stories, and overall team velocity, broken down into individual sprints. These improvements enabled better CRM upkeep and transformed the sales process. Additional operational refinements ensured every account had an assigned sales engineer and a backup. These efforts significantly improved sales and customer success operations, employee satisfaction, and customer satisfaction; this strategy was ultimately declared SOP and Best Practice. Show less

IBM desired a less scripted Sales process. I was selected to be one of the first to establish a new sales process that rewarded creative thinking and co-creation with customers to develop innovative solutions. I created a strategy, mentored a team of 15 direct reports, hired/onboarded a high-performing team that grew to 600 individuals globally, then acclimated the team to the plan and managed dozens of sales opportunities; this was later crystallized into the Client Engineering Team, and this… Show more

IBM desired a less scripted Sales process. I was selected to be one of the first to establish a new sales process that rewarded creative thinking and co-creation with customers to develop innovative solutions. I created a strategy, mentored a team of 15 direct reports, hired/onboarded a high-performing team that grew to 600 individuals globally, then acclimated the team to the plan and managed dozens of sales opportunities; this was later crystallized into the Client Engineering Team, and this client relations strategy was declared SOP and Best Practice. I was awarded stewardship for several of IBM’s largest accounts. Show less