Bob Wade

Reliability and high-traffic events

• My team owns the core infrastructure that makes Button run: the routing, decisioning, attribution, and order pipeline every partner and dollar flows through. I hold the RTB/KTLO mandate for it, covering reliability, tech debt, and operational load for systems moving $100B+ in commerce.
• Lead Amazon Prime Day readiness year over year, Button's largest revenue event: traffic modeling, load testing, and Go/No-Go across the core services. Planned and load-tested the jump from an 80 RPS baseline to a 1,200 RPS peak, with no downtime across the event window.
• Own on-call and incident response for the core platform, sustaining 99.99% uptime and cutting MTTR across severity, escalation, and blameless postmortems.
• Cut core engineering interrupts by standing up a Support to Data to Core escalation flow: first-level triage in Zendesk, the data team absorbing impact analysis, and self-serve tooling for the most common partner questions. Reactive firefighting became protected delivery capacity.

Scale, platform modernization, and AI-augmented operations

• Own Button's order pipeline, the platform's revenue path at 600K+ orders a day. Drove autoscaling, Aurora migrations, and modernization of the partnership configuration service, and led the release-confidence program (staging parity plus end-to-end testing) behind it. Backed the right-sizing that took the link-generation service from 400 instances to 15 and the click-redirect service from 400 to 130, cutting CPU per task from 80% to 25% and peak-event scaling cost from roughly $20K a month to about $7.5K.
• Championed AI-augmented delivery. Org-wide, Claude-attributed code reached about 45% of lines shipped.
• Sponsored internal read-only LLM tooling, a Sam's Club order debugger and a CSV validator, that cut manual triage load. Built with tightly scoped tools to prevent hallucination.

Support engineering and service design

• There was no partner-support function at Button before me. I made the case to leadership, secured the budget and tooling, and led the engineer who built it, taking support from 100% ad hoc (Slack DMs and email, no ownership or routing) to a structured, SLA-backed operation.
• Set the direction for the Salesforce to Zendesk to Jira model and steered the engineer who designed it, with Zendesk as the source of truth for routing, prioritization, and SLAs. Formed the Support Engineering team that owns it.
• Defined tiered SLAs and the incident priority matrix across strategic partners (Uber, Amazon, Best Buy, Sam's Club, Fetch): P0 acknowledged in under 15 minutes, 30-minute response for Tier 1, plus the escalation decision tree routing work across Solutions Engineering, Data, and on-call.

Partner integrations, product, and revenue

• Solutions Engineering landed and scaled integrations across a who's-who of commerce, travel, and marketplace: Amazon, Walmart, Best Buy, Target, Sam's Club, Nike, Lululemon, Puma, Samsung, Expedia, Marriott, Uber One, Lyft, Disney+, and StubHub, including a full platform migration for Sam's Club.
• Standardized the enterprise integration path and removed bespoke per partner engineering, so a new partner lands on a repeatable process instead of a custom build.
• Led formation and initial delivery of Button's retail media product: set the roadmap and release plan with product and revenue, and shipped initial releases with NY Post, Forbes, and BuzzFeed.

Organization and delivery leadership

• Inherited Core Engineering when my manager left, built Solutions Engineering from scratch, and hired into both. I lead through managers, not only ICs: a Solutions Engineering leader on the director track reports to me directly. Raised the hiring bar, authored the career-growth ladder and design-review process, and sponsored a PERM labor certification end to end.
• Established the Agile frameworks and Jira workflows the org runs on, and wrote the runbooks and standard operating procedures global teams work from, so process survives people leaving.
• Early on, led engineering for the creator link product and ran half the org through the post-COVID rebuild.
• Act as engineering manager, product manager, and scrum lead for my org: own the roadmap, backlog prioritization, quarterly capacity planning, and every Agile ceremony across multiple squads on two week sprints, plus the feasibility gate between Revenue, Product, and Engineering on what actually gets built.

• Sanbar (sanbar.us): built the client's entire technical foundation, covering GCP and AWS infrastructure, DNS, email and identity, the deployment pipeline, and the production site.
• That Paleo Chick (thatpaleochick.com): built the business, not just the site. AWS infrastructure, transactional and marketing email, social content produced and scheduled automatically through Postiz, and affiliate monetization, running as a near fully automated operation.
• Greedy: ran the full site redesign end to end, from scope through vendors to launch, and own social and paid acquisition, including a competitive playbook built from live Meta Ad Library teardowns and AI generated video creative.
• Charter: designed and built an invoicing application solo, covering auth, billing entities, invoice generation, and payment tracking.
• Design and brand: designed the brand and logo for Digital Tide and That Paleo Chick, plus the UI and UX for the apps I have shipped.
• Digital Tide (digitalti.de): the same playbook applied to my own firm, plus the standards clients inherit, meaning Linear first delivery, GitHub Actions CI, and Slack automation.

• Led 25 engineers across seven cross functional Agile teams delivering member facing web and mobile applications and new health plan implementations.
• Built and led the cross functional team that shipped a self service AI health assistant, cutting call center volume. Onboarded a newly acquired team into enterprise operations and delivered an enterprise payment solution alongside it.
• Delivered more than 20 mobile applications across iOS and Android, launched care management in the Florida market, and standardized mobile build, release, and compliance so the business could bid on new state contracts.
• Built the standard engineering process layer for all web and mobile matrix teams, and defined the metrics leadership used for staffing and prioritization.
• Hired and managed a mix of full time and contingent staff against a cost target, and built career plans and training programs for direct reports.
• Created a Developer Assessment Framework that made role expectations explicit. Top 10% employee engagement across web leadership teams.

• Stood up mobile engineering at Centene as an individual contributor: department processes, the move from SVN to Git, automated developer environment setup, and Angular and Ionic approved into the stack. Promoted into management to run the practice I had built.
• Owned release management for more than 20 internal and consumer applications shipping through MDM, TestFlight, the App Store, and Google Play.
• Ran hiring for the team before I led it: interviewed and brought on about 10 full time engineers plus contingent staff, and mentored the junior developers.
• Shipped OAuth 2.0 through the API gateway and managed the third party vendor integrations the platform depended on.