Keep the systems that work.
Fix the operation between them.
For more than 20 years, I've been accountable for technology inside operating businesses — not advising from the outside, but owning what happened after the system went live.
That work has spanned support-center operations, IT infrastructure, IT management, information security, data and BI, and operational systems integration. Early in my career, while managing IT at CIBA Vision, a Novartis company, I also served as the site's Information Security Officer under the Novartis Global Information Security Program. Later, I led a support team at Teleperformance for Microsoft's hosted cloud platform (BPOS, the predecessor to Office 365), then led IT infrastructure and operations at Nutranext, finishing as Director of Infrastructure. Most recently, I spent more than nine years as a Director at Patient Care America, a specialty pharmacy organization, leading technology while also serving in operations and analytics director roles, and carrying information-security officer responsibilities.
Across those years, the same problem kept showing up in different forms. Individual systems could do their jobs, but the work between them often didn't move cleanly. Status had to be reconstructed. Data existed without giving leadership a complete operational picture. Exceptions crossed system and team boundaries without clear ownership.
I founded Wiles Ridge Automations to fix that class of problem.
— Jose Cruz
Wiles Ridge Automations is a registered Florida DBA (Doing Business As) of B2D Investments LLC, a Florida Limited Liability Company headquartered in Coral Springs, Florida.
WRA helps organizations fix how work and data move between the systems they already depend on. It isn't about adding another platform. It's about the handoffs, data and exceptions between the systems you already run.
Our current focus is U.S. specialty pharmacy and infusion operations, building on nearly a decade I spent leading technology inside specialty pharmacy. In practice, that means how referrals, benefits and prior authorization, pharmacy and scheduling actually move between systems. Specialty Pharmacy + Infusion Operations →
The underlying pattern isn't unique to healthcare. It shows up anywhere work stalls between departments, systems, data sources and decisions.
The WRA principle: Keep the systems that work. Fix the operation between them.
What WRA Does
- → Workflow orchestration: connecting the work across systems, teams and handoffs
- → Data engineering and data orchestration: making data dependable and the operation visible
- → Applied AI, where the process and data justify it, with defined controls and human oversight
- → Security and controls, built in from the start (access, evidence, recovery), not added at the end
It Starts With One Workflow
Operational Systems Assessment
A fixed-scope review of one operational workflow: how it actually runs, where the material gaps are, and what's worth fixing first. See the Assessment →
Then, Only What It Shows
Workflow orchestration, data engineering, operational visibility, Applied AI or supporting controls, scoped from what the assessment found and not from a catalog.
Built on What You Run
Vendor-neutral. Recommendations follow the workflow, not a platform preference. Systems that work stay in place, and security and controls are designed in from the first step.
Seeing Work Stall Between Systems or Teams?
I'm always glad to compare notes. Most engagements start with an Operational Systems Assessment.