Description
Entrepreneurship, Startups And Early Stage Growth
Business Consulting Group, LLC
[email protected] • (813) 990-7430
www.BCGTampaBay.com
1 of 6
DOUGLAS F. MARTIN
SUMMARY
A business executive and senior management consultant with over 40 years of experience envisioning business
opportunities, establishing and leading high performance management teams, reengineering business processes and
implementing high impact information system solutions. Business experience spans entrepreneurship, strategic planning,
technical innovation, problem solving, and, project and change management activities. Industry experience ranges from
privately-held to Fortune 10 manufacturing, distribution, consumer products, financial services, healthcare and technology
corporations; legal, construction and real-estate related professional service firms; Federal Government Departments and
Agencies; and the United Nations. Experienced in:
• Leadership and Strategic Planning • Mergers and Acquisitions
• Entrepreneurship, Startups and Early Stage Growth • Process Improvement and Cost Reduction
• Information Systems Design and Implementation • Crisis Management and Turnarounds
• Project Management and Team Building • Expert Witness/Litigation Consulting
PROFESSIONAL EXPERIENCE
Business Consulting Group, LLC, Tampa, FL. Managing Member, 2001 - Present
Miller Martin Capital Partners, LLC, Tampa, FL, Managing Member, 2012 – Present
Imagine International Corporation, Tampa, FL, Chief Financial Officer, 2009 – Present, acting COO, 2011- Present
Imagine Trading Company, LLC, Tampa, FL, Managing M ember, 2010 – Present
Price Waterhouse/PricewaterhouseCoopers LLP, Tampa, FL.
Managing Director, Management Consulting Services, Consumer & Industrial Products, Emerging &
Integrating Technologies, East Business Unit, Tampa, FL., 2000-2001
Managing Director, Florida Systems Integration—eCommerce, 1999-2000
Managing Director, Global Core Competencies – Project Data Management Tools, 1997-1999
Managing Director, Price Waterhouse World Firm—Applied Technology Centre, 1992-1997
Director of Knowledge Engineering, Applied Technology Center, 1989-1992
Director, Information Resources Management, Public Utilities Industry Services, 1987-1989
Senior Manager, 1983-1987, Manager, 1980-1983, Senior Consultant, 1978-1980
Infodata Systems, Falls Church, VA., Branch Manager, 1978; Project Manager, 1976-1977; Consultant, 1975
Pace Computing, Pittsburgh, PA., Treasurer, 1974-1975; Systems Analyst/Programmer, 1972-1975
EDUCATION and PROFESSIONAL DEVELOPMENT
Bachelor of Science (Business Administration), Cum Laude, Washington and Lee University, Lexington, VA., 1972
COMMUNITY and PROFESSIONAL AFFILIATIONS
STAR TEC Technology Enterprise Center, Advisory Board Member, 2006-2011, Advisory Board Chairman, 2009 –
2011,Vetting Committee, 2005-present, Mentor Committee - Chair, 2006-2007, Board of Directors, 2011 – Present
Greater Tampa Chamber of Commerce: Education Committee, 2000; Committee of One Hundred, High Technology
Committee, 2000-2001; Workforce Development Committee, 2001-2003; Small Business Education Committee, 2002-
2008; Small Business of The Year, 2002-2009; Venture Capital Task Force, 2002-2004;
Tampa Bay Technology Forum, 2000-2002, 2004-2008, Board Member - Emerging Companies Academy, 2006-2008
Junior Achievement, Hillsborough County Board Member, 2006-2007, Classroom Instructor, 2005-2006
SPEAKING ENGAGEMENTS
STAR TEC Entrepreneurship Conference, Avoiding Entrepreneurial Pitfalls, 2007, Business Planning, 2007
Greater Tampa Chamber of Commerce, Entrepreneurial Pitfalls, 2007
University of Tampa MBA Entrepreneur Class, Business Turnarounds, 2006
University of Tampa Entrepreneur Program, Pitfalls for Entrepreneurs and Business Owners to Avoid, 2006
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS
2 of 6
Managing Member, Trading Company
When a newly formed international consumer electronics (CE) and accessories distribution company was unable to get
financing for its small, in-house, pilot, internet and consignment sales inventory, it was necessary to create a vehicle that
would allow the inventory to be financed and yet not have the ownership of that inventory conflict with the UCC-1 liens
placed on other inventory financed through product purchase financing by a third party finance company. The solution
was the establishment of an independent but closely controlled entity that could get its own financing to purchase and hold
the consumer electronics company’s products until they were sold. Result: Prepared the Operating Agreement for the new
Limited Liability Company (LLC) and the Inventory Purchase Agreement between the two entities. Established
relationships with and purchased products from the CE company’s providers. The products were subsequently shipped,
warehoused and sold.
Consultant and CFO, Distribution Company
First as a consultant and then as CFO, revised the capital structure of two closely-held, interrelated and economically
intertwined Limited Liability Companies (LLCs) into a single streamlined “C” corporation. This undertaking was initiated
because of a failed effort to refinance the two companies through the private placement of additional equity. Although a
Private Placement Memorandum (PPM) was prepared, presented and approved by the investor’s attorney, it was readily
apparent that the capital structure was too cumbersome. This situation precipitated the preparation of merger documents,
proxy statements and a recapitalization schedule that enabled one hundred-plus owners of the two LLCs, each owning one
or more of three classes of membership units, to receive one or both of the voting and non-voting shares of the common
stock of the new “C” corporation operating entity. The recapitalization schedule required showing each LLC member their
before and after individual ownership position. A special purpose unit holders meeting was held to discuss, vote (by each
class of LLC unit) and, ultimately approve the merger. Result: Two LLCs were successfully merged into a new “C”
corporation creating a streamlined capital structure more easily explained to potential investors and single operating
structure that was much more easily managed.
Initial and Interim CEO, Manufacturing and Distribution Company
As the initial CEO of the acquiring company, led acquisition of a national interior décor and high-volume art manufacturer
and distributor, identified and evaluated potential targets, established the acquiring entities, led purchase negotiations,
prepared letter of intent, and assisted attorneys in preparation of Asset Purchase and Stock Purchase Agreements. Result:
The negotiations and purchase were successfully completed within 60 days which was what the attorneys said was record
time for a transaction of this size and complexity.
As interim CEO of the acquired company, led its restructuring which included analyzing product and service profitability,
identifying and eliminating obsolete inventory, rearranging the placement of raw materials and finished goods inventory
within the warehouse and reengineering sales, manufacturing and fulfillment processes. The sales function was also
enhanced by expanding the responsibilities of the account managers to include sales calls to non-clients; instituting
procedures to manage the sales funnel and initiating sales to new industries. Result: Liquidated obsolete inventory,
increased warehouse capacity by 20%; reduced warehouse and production staff by 40%; replaced permanent, low-skilled
employees with temporary labor; re-priced some service offerings which produced a 20% lower breakeven point and
generated new proposals equal to 30% of annual product and services sales in only eight weeks.
Founder and CEO, Management Consulting Company
Founder and Managing Partner of Business Consulting Group, LLC, a Tampa Bay, full-service management consulting
company. The company leverages only senior consultants each having over 30 years of combined business and consulting
experience. Individual specialties include marketing, revenue enhancement, process improvement, activity based costing,
quality improvement (Six Sigma), information systems and business finance. Result: Created Tampa Bay’s only local,
full service, professional consulting firm. Clients include private and public manufacturers, distributors and service
companies from metal fabrication and distribution to aerospace and biotech manufacturing to construction.
Managing Director, World Firm Technology Centre
Established and led a $3.5 million, 40-plus person worldwide business unit that designed, developed and supported large
scale project management software and methodologies for the ERP systems integration practice of a top-five global
consulting company. Responsibilities included managing the unit’s P&L and operations, communicating the strategic
differentiators of our software and methods to prospective clients, interfacing with practice leaders to understand
requirements, designing the software to meet those requirements, directing the software development and quality assurance
teams and organizing global installation and support teams. Result: The unit was staffed and the products and method
were developed, implemented and supported successfully at over 500 project sites in 20 countries which enabled over 5000
worldwide users to increase productivity and quality of implementation projects with annual billings over $1.5 billion.
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS (cont.)
3 of 6
Managing Director, Applied Technology Center
After being selected by the Chairman to fix an automated software selection tool sold to one of the firm’s largest clients, a
global 100 oil company, I envisioned how that tool could be used as a component of a larger, more comprehensive software
tool to assist with the implementation of the selected software. After presenting the design and its corresponding business
plan, I was granted the budget and authority to establish an 8 person business unit to develop and support the software that
would be used by our consultants and clients. Result: The faulty software was fixed, the business unit was formed, and
the new software was developed and combined with the repaired software and released. In two years our active customer
count grew from 18 in the U.S. to 104 in the U.S., Europe, South America, Australia and Africa. Estimated user counts
grew from 180 to about 2,600. Although customers being served quintupled and users grew by 1400%, the team grew by
only 50% over the two years.
Troubleshooter, Office of the Chairman
Selected by the Chairman to establish and lead a team on a crash project to develop an automated software upgrade system
for our largest global software partner. Responsibilities included hand picking the 15 member project team from the around
the nation, developing a partial concurrent design and build approach and leading that team during the systems
development effort. Result: We were able to meet the 3 month deadline and successfully release the product that enabled
an 80% automated upgrade between major software releases.
Director, Public Utilities Group East Region Consulting Practice
This role included P&L responsibility for a $2 million consulting practice, sales management, selling, staffing, assuring
project quality and consulting for at least 800 hours per year. Of note, I developed the firm’s first nuclear information
systems centered consulting practice. While consulting for a $10 billion electric utility with multiple nuclear plants, I
developed a new approach to nuclear information systems planning that enabled a complete IS Plan to be developed in
under 3 months that was subsequently adopted by the firm nationwide. Pioneered the use of the zero-fee consulting
engagement to penetrate clients of our largest competitor. Result: Doubled the size of the practice in two years and,
because nuclear related consulting commanded better rates, increased its profitability.
Interim Accounting and Information Systems Manager, Client Business
As interim manager for the 3 person accounting department and 2 person IS department of large property management
company, facilitated operational turnaround of the back office of a large west coast Florida property management company.
Project included resolving processing bottlenecks by: redesigning workflow, responsibilities, job descriptions and
organization structure; rescheduling closing cycles and computer operations; re-implementing accounting applications and
retraining existing staff. Result: Processing which originally could not finish overnight was completed by `3:00AM;
closing cycles were reduced from twenty to seven days; department morale improved and overtime dropped to almost zero.
Past due rents were reduced by 90%.
Manager, Consulting Practice Office
As a Manager, foresaw the financial viability of and established a profitable five-plus person cross-industry, middle-market
computer consulting practice. Responsibilities included budgeting, sales, developing methods and tools, staffing and
training, quality assurance and service delivery Result: Developed a sustainable $800,000+ annual revenue stream and a
superior on-the-job education program. Methods and tools developed were shared with other practice offices nationwide.
Branch Manager, Software Company
As Branch Manager, established and managed a software company’s New York City branch office. Responsibilities
included business unit planning, recruiting, revenue generation, profitability, ensuring quality service delivery; and
performing project management and design consulting. Result: Recruited team of five consultants and one salesperson.
Developed new customer base and led the $1 million plus revenue branch to profitability.
Project Manager, Software Company
Led the team that envisioned and developed the first interactive trial transcript litigation support system for the Federal
Trade Commission by re-engineering my company’s existing product and process support tools. Engagement included
designing and programming the interface that extracted the text and location markers from a copy of the edited court
stenographers tape as it was sent to the printer and designed the user interface for the attorneys to query the online
transcript. Result: The software was piloted successfully during the government’s antitrust trial against the cereal
companies. FTC attorneys were able to search the transcript for key issues, conflicting testimony and prior rulings by the
judge. The software was subsequently adopted by the Department of Justice. The development of this product created a
new line of business for the company.
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS (cont.)
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Treasurer, Computer Service Bureau
As Treasurer, managed the financial turnaround of a large Pittsburgh-based computer service bureau that performed data
processing for retail, healthcare, construction, manufacturing and major league sports teams. Financial challenges were
overcome by accelerating collections of receivables, negotiating extended payment terms for accounts payable and
establishing a job cost accounting system to understand and manage the profitability of customer services contract. Result:
Gained positive cash flow within two months and achieved profitability within six months.
SELECTED CONSULTING ACCOMPLISHMENTS
Product Purchase Financing
As CFO of a newly formed international consumer electronics and accessories distribution company, identified and sourced
a line of credit based on our customer’s creditworthiness that allowed us to purchase products from a manufacturer using a
letter of credit; then, once the material was made and shipped, having the letter of credit paid-off by purchase order
financing which covered the period of ocean shipping and US Customs clearance. Once the order cleared Customs and was
shipped to the customer, traditional factoring was used to pay-off the purchase order financing. Result: A virtually
unlimited line of credit was established for a company with a relatively poor credit rating.
Financial Turnaround
As CFO of a newly formed international consumer electronics and accessories distribution corporation that resulted from
the merger of a privately held computer accessories distributor and a privately held but related consumer electronics
distributor, all sales, operations and accounting processes had to be rationalized and consolidated. This entailed reviewing
and restructuring the merged organization by identifying key management roles, evaluating current position holders and
determining who would fill them. Office space requirements were reassessed. All logistic and administrative service
providers were reviewed. All liabilities (accounts payable and shareholder debt) and costs (SGA, product and operations)
were reviewed. Result: Eight full-time positions were eliminated; monthly office rent was lowered by 60% and Internet
and telephone expenses were pruned by 80%. In total, monthly recurring overhead was reduced by $109,000 or 66%; from
approximately $165,000 per month to approximately $56,000 per month. A bidding process for all overseas product
shipping from our manufacturers was initiated and product shipping costs have dropped by about 20%. A debt-to-equity
exchange program was started and over $185,000 of shareholder debt was swapped for equity.
Business Improvement
Performed multi-year, multi-phased business improvement engagement for a $180 million plus nationwide metal fabricator
and distributor. Project responsibilities included identifying all strategic, tactical and operational business processes,
evaluating the efficiency of those processes, redesigning those processes that were inefficient and implementing new
software for those processes that could benefit from automation or better software. Typically, strategic processes required
support from custom developed applications while tactical and operational processes could be supported by packaged ERP
software. Specific tasks performed included strategic planning, process reengineering, software selection, software design,
implementation planning and meeting facilitation. Result: in three years, the following business functions were
reengineered and supported by newly purchased or developed software: Product Display and Item Selection on the website,
Customer Relationship Management, Specials Requisitioning, Financials, Inventory, Purchasing, Order Fulfillment,
Handhelds with Bar Coding and Customer Order Entry.
Process Reengineering, Software Selection and Implementation
Led the management team of a $20 million national surgical products manufacturer upgrade its management infrastructure
to support faster growth. Company performance and growth was being hindered by inefficient management processes and
outdated information systems. During this project, we reengineered almost every business process, developed requirements
for and selected new ERP software for almost every business function. The new software required a complete technology
upgrade prior to the software’s successful implementation. Result: Improved productivity and interdepartmental
communication by removing non-value-added, difficult, error-prone manual processes. Order fulfillment time decreased,
raw materials inventory was reduced and the financial closing cycle was able to be completed in under 10 days.
Project Management
Led two multi-national project teams for the United Nations successfully overcoming the cultural differences and
competitive natures of team members who were their country’s “best and brightest”. Result: Two high performance teams
which developed and implemented a new treasury management system and a financial and ownership information database
of the 1000 largest global corporations.
Douglas F. Martin
SELECTED CONSULTING ACCOMPLISHMENTS (cont.)
5 of 6
Strategic Planning Facilitation and Business Planning
At the request of the CEO of a privately held, $20 million national pharmaceutical and drug compounding company,
facilitated three, tri-annual, multi-day, strategic planning retreats with the owner, CEO and executive leadership team. The
first retreat addressed the owner's vision for the company versus where the management team thought the company should
go. The facilitating challenge of the first retreat was getting the owner to be open with his ideas and not react negatively to
questions or criticism while simultaneously encouraging the executives to put forth their ideas and concerns. Once the
vision was established a Strength, Weaknesses, Opportunities and Threats (SWOT) analysis was performed. Finally, a
series of task-level, multi-year, if necessary, financial and operational project plans were prepared. Each plan included
budgets and the assignment of the executive responsible for completing the project. The two subsequent retreats were
follow-ups that adjusted the vision to reflect changes in the business, the competition and the economy; as well as,
evaluating and adjusting existing projects and creating new ones where necessary. Result: The company was changed
from an opportunistic acquirer of industry-related businesses into a focused healthcare holding company that would
organically grow and purchase competitors when presented with a good-value while, if necessary, sell subsidiaries and/or
divisions that were not able to maintain profitability established thresholds or lost their strategic fit with the rest of the
company.
Crisis Management and Business Turnaround
Established and led a 12-plus person team which assessed and solved the root cause of problems critically impacting the
sales and order fulfillment functions of an $80 million annual revenue beverage bottler and distributor. The problems
resulted in erroneous and missed shipments, incorrect invoices, lost customers, decreased cash flow, increased working
capital loans and potential business failure. Responsibilities included diagnosing the underlying causes, improvising
manual workarounds to stabilize operations and repair cash flow, reengineering broken, inefficient processes and
implementing new software. Result: Revitalized, perhaps even saved, the company by enabling it to regain positive cash
flow within seven days, repay working capital loans, recover customers and subsequently return to profitability.
Operating Agreements and Private Placement Memorandum
As a principal in several start-ups, prepared Limited Liability Company (LLC) Operating Agreements for each as well as
the Private Placement Memoranda (PPMs) necessary to get them financed. The PPMs included the Notice to Prospective
Investors, Summary of the Offering, Business Plan, Proforma Financial Statements, Use of Proceeds, Risk Considerations,
Forward-Looking Statements, Terms of the Offering and Plan of Distribution, Investor Suitability Standards and
Subscription Agreement. Result: Completed LLC operating agreements and Private Placement Memoranda.
Acquisition Implementation and Process Improvement
Developed process improvements, organization structures, system architectures and merger implementation plans for a
large subsidiary of a $7 billion financial services company after an acquisition. Led team of executives and key staff to
determine “best practice,” “best personnel,” and “best systems”. Next we defined new processes and organization and
systems structures for the combined business. Result: Protected $10.9 million specialized revenue stream. Improved
process efficiency that resulted in a 108-person staff reduction that saved $11.4 million annual recurring costs.
Acquisition Due Diligence
Performed an acquisition target review for the world’s largest financial applications software vendor and the second largest
manufacturing software vendor. The project included a “due diligence” review of the target’s software architecture and
programs to determine maintainability; development of a replacement cost valuation review; design of combined product
line architecture with fully resourced and cost-estimated development plan, evaluations of both staffs and newly envisioned
organization structure with employee specific staffing recommendations. Result: Negotiations proceeded based on a
recommended purchase price $26 million lower than the original asking price.
Systems Design
Managed the design of a nationwide bottler management system for a Fortune 20 beverage company. Business functions
included in the design were route sales, distribution, inventory, marketing, promotions, accounting, performance reporting,
and management reporting. Technically, the system was designed to run within a distributed relational database
environment. The design team included four client analysts. Result: Customer accepted design and, as testament to its
quality, rehired to continue as design consultant to develop a similar architecture for the international division where
multiple languages, currency and accounting rules were key considerations to package selection and systems design.
Douglas F. Martin
SELECTED CONSULTING ACCOMPLISHMENTS (cont.)
6 of 6
Information Systems Planning
Managed strategic planning projects for several privately held and Fortune 500 manufacturing, distribution and retail
clients. Engagements included strategic alignment, critical success factor identification, performance measure definition,
strengths/weaknesses/opportunities/threats analysis, resource scheduling, cost estimating and business case development.
Result: Using facilitated group work sessions and other planning techniques, usual planning cycles were reduced from
months to weeks; the quality of the plans improved and greater consensus was achieved.
Business Planning
Assisted an entrepreneur to grow a musical artist representation agency by providing a business plan template, coaching on
its completion and critiquing the each component of the plan. The challenge was getting the entrepreneur to focus on those
services the entrepreneur was qualified to deliver and then determine how to provide the musician with any missing
services that would round out a complete representation service package. Additionally, the engagement included
researching competition, identifying possible alliance partners for services not provided and assistance with pricing.
Result: The completed business plan outlined a company focused on delivering the services based on the entrepreneur’s
core competencies and augmenting those with strategic partners which enabled the owner to better allocate limited capital
and available time to the activities that really mattered in achieving success.
Capacity Planning and Information System Effectiveness
Managed several capacity planning, information system effectiveness and system architecture engagements for several
Fortune 500 manufacturing and retail clients. Engagements included developing planning procedures, planning business
and information systems, assessing management practices, estimating resources, employing distributed processing
strategies, using data base management systems, analyzing capacity, improving operational efficiency, implementing
charge backs and restructuring organizations. Result: Systems plans included computer hardware sizing which improved
the accuracy of hardware cost estimates. Automated capacity planning models were developed and turned over to the
customers for continued use. Comprehensive, information systems service improvement recommendations were delivered.
Disaster Recovery Planning and Data Security Reviews
Managed the preparation of several disaster recovery plans and data security reviews for various distribution,
manufacturing, retailing, utility, agriculture, real estate and service companies. Projects included assessing the probability
of failure, determining the cost of recovery, estimating the cost of downtime, analyzing alternatives, recommending
improvements, developing business procedures and testing solutions. Result: Cost effective and easy to implement
recommendations to enhance security, reduce probability of occurrence and/or mitigate the effects.
Data Center Consolidation
Assisted a large Fortune 500 Financial Services company evaluate the economies of scale of combining Waltham, Mass
and New York City based data centers into each other's space or finding a third party location to hold both. The project
included modeling site expansion costs, site relocation costs, one-time costs (e.g. moving expenses, lease buy-outs, etc.),
ongoing operating cost increases/reductions (e.g. lower per square foot rent, higher delivery charges, etc.), key employee
relocation costs, employee commuting allowances, etc. The applications and architectures of each company were also
reviewed for synergies. Result: The majority of the systems running at the Waltham data center were migrated to those
running in NYC, thereby allowing the phase out of the Waltham data center and an annual cost savings of $ 1.9 million.
Quality Assurance
Conducted a systems assessment on a complete applications system replacement and delivered a negative “go-live” opinion
to the executive and audit committees of a $200 million building supply retailer. Reviewed project plans, systems and
program documentation, and interviewed key user stakeholders and IT personnel. Conducted independent systems test
with help from internal audit. Prepared a risk analysis that indicated, if the planned cutover didn’t work, the company had a
high probability of going out of business due to lost revenue and permanently lost customers. Presented the negative
advice, explained the logic, offered alternatives and received concurrence from the executives. Result: Company
postponed the “go live” date until additional testing could be performed and the system re-engineered to be implemented in
phases versus the “big bang”. Three months later the phased implementation began and, three months after that, the system
was fully implemented. There were no business disruptions.
doc_769812770.pdf
Entrepreneurship, Startups And Early Stage Growth
Business Consulting Group, LLC
[email protected] • (813) 990-7430
www.BCGTampaBay.com
1 of 6
DOUGLAS F. MARTIN
SUMMARY
A business executive and senior management consultant with over 40 years of experience envisioning business
opportunities, establishing and leading high performance management teams, reengineering business processes and
implementing high impact information system solutions. Business experience spans entrepreneurship, strategic planning,
technical innovation, problem solving, and, project and change management activities. Industry experience ranges from
privately-held to Fortune 10 manufacturing, distribution, consumer products, financial services, healthcare and technology
corporations; legal, construction and real-estate related professional service firms; Federal Government Departments and
Agencies; and the United Nations. Experienced in:
• Leadership and Strategic Planning • Mergers and Acquisitions
• Entrepreneurship, Startups and Early Stage Growth • Process Improvement and Cost Reduction
• Information Systems Design and Implementation • Crisis Management and Turnarounds
• Project Management and Team Building • Expert Witness/Litigation Consulting
PROFESSIONAL EXPERIENCE
Business Consulting Group, LLC, Tampa, FL. Managing Member, 2001 - Present
Miller Martin Capital Partners, LLC, Tampa, FL, Managing Member, 2012 – Present
Imagine International Corporation, Tampa, FL, Chief Financial Officer, 2009 – Present, acting COO, 2011- Present
Imagine Trading Company, LLC, Tampa, FL, Managing M ember, 2010 – Present
Price Waterhouse/PricewaterhouseCoopers LLP, Tampa, FL.
Managing Director, Management Consulting Services, Consumer & Industrial Products, Emerging &
Integrating Technologies, East Business Unit, Tampa, FL., 2000-2001
Managing Director, Florida Systems Integration—eCommerce, 1999-2000
Managing Director, Global Core Competencies – Project Data Management Tools, 1997-1999
Managing Director, Price Waterhouse World Firm—Applied Technology Centre, 1992-1997
Director of Knowledge Engineering, Applied Technology Center, 1989-1992
Director, Information Resources Management, Public Utilities Industry Services, 1987-1989
Senior Manager, 1983-1987, Manager, 1980-1983, Senior Consultant, 1978-1980
Infodata Systems, Falls Church, VA., Branch Manager, 1978; Project Manager, 1976-1977; Consultant, 1975
Pace Computing, Pittsburgh, PA., Treasurer, 1974-1975; Systems Analyst/Programmer, 1972-1975
EDUCATION and PROFESSIONAL DEVELOPMENT
Bachelor of Science (Business Administration), Cum Laude, Washington and Lee University, Lexington, VA., 1972
COMMUNITY and PROFESSIONAL AFFILIATIONS
STAR TEC Technology Enterprise Center, Advisory Board Member, 2006-2011, Advisory Board Chairman, 2009 –
2011,Vetting Committee, 2005-present, Mentor Committee - Chair, 2006-2007, Board of Directors, 2011 – Present
Greater Tampa Chamber of Commerce: Education Committee, 2000; Committee of One Hundred, High Technology
Committee, 2000-2001; Workforce Development Committee, 2001-2003; Small Business Education Committee, 2002-
2008; Small Business of The Year, 2002-2009; Venture Capital Task Force, 2002-2004;
Tampa Bay Technology Forum, 2000-2002, 2004-2008, Board Member - Emerging Companies Academy, 2006-2008
Junior Achievement, Hillsborough County Board Member, 2006-2007, Classroom Instructor, 2005-2006
SPEAKING ENGAGEMENTS
STAR TEC Entrepreneurship Conference, Avoiding Entrepreneurial Pitfalls, 2007, Business Planning, 2007
Greater Tampa Chamber of Commerce, Entrepreneurial Pitfalls, 2007
University of Tampa MBA Entrepreneur Class, Business Turnarounds, 2006
University of Tampa Entrepreneur Program, Pitfalls for Entrepreneurs and Business Owners to Avoid, 2006
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS
2 of 6
Managing Member, Trading Company
When a newly formed international consumer electronics (CE) and accessories distribution company was unable to get
financing for its small, in-house, pilot, internet and consignment sales inventory, it was necessary to create a vehicle that
would allow the inventory to be financed and yet not have the ownership of that inventory conflict with the UCC-1 liens
placed on other inventory financed through product purchase financing by a third party finance company. The solution
was the establishment of an independent but closely controlled entity that could get its own financing to purchase and hold
the consumer electronics company’s products until they were sold. Result: Prepared the Operating Agreement for the new
Limited Liability Company (LLC) and the Inventory Purchase Agreement between the two entities. Established
relationships with and purchased products from the CE company’s providers. The products were subsequently shipped,
warehoused and sold.
Consultant and CFO, Distribution Company
First as a consultant and then as CFO, revised the capital structure of two closely-held, interrelated and economically
intertwined Limited Liability Companies (LLCs) into a single streamlined “C” corporation. This undertaking was initiated
because of a failed effort to refinance the two companies through the private placement of additional equity. Although a
Private Placement Memorandum (PPM) was prepared, presented and approved by the investor’s attorney, it was readily
apparent that the capital structure was too cumbersome. This situation precipitated the preparation of merger documents,
proxy statements and a recapitalization schedule that enabled one hundred-plus owners of the two LLCs, each owning one
or more of three classes of membership units, to receive one or both of the voting and non-voting shares of the common
stock of the new “C” corporation operating entity. The recapitalization schedule required showing each LLC member their
before and after individual ownership position. A special purpose unit holders meeting was held to discuss, vote (by each
class of LLC unit) and, ultimately approve the merger. Result: Two LLCs were successfully merged into a new “C”
corporation creating a streamlined capital structure more easily explained to potential investors and single operating
structure that was much more easily managed.
Initial and Interim CEO, Manufacturing and Distribution Company
As the initial CEO of the acquiring company, led acquisition of a national interior décor and high-volume art manufacturer
and distributor, identified and evaluated potential targets, established the acquiring entities, led purchase negotiations,
prepared letter of intent, and assisted attorneys in preparation of Asset Purchase and Stock Purchase Agreements. Result:
The negotiations and purchase were successfully completed within 60 days which was what the attorneys said was record
time for a transaction of this size and complexity.
As interim CEO of the acquired company, led its restructuring which included analyzing product and service profitability,
identifying and eliminating obsolete inventory, rearranging the placement of raw materials and finished goods inventory
within the warehouse and reengineering sales, manufacturing and fulfillment processes. The sales function was also
enhanced by expanding the responsibilities of the account managers to include sales calls to non-clients; instituting
procedures to manage the sales funnel and initiating sales to new industries. Result: Liquidated obsolete inventory,
increased warehouse capacity by 20%; reduced warehouse and production staff by 40%; replaced permanent, low-skilled
employees with temporary labor; re-priced some service offerings which produced a 20% lower breakeven point and
generated new proposals equal to 30% of annual product and services sales in only eight weeks.
Founder and CEO, Management Consulting Company
Founder and Managing Partner of Business Consulting Group, LLC, a Tampa Bay, full-service management consulting
company. The company leverages only senior consultants each having over 30 years of combined business and consulting
experience. Individual specialties include marketing, revenue enhancement, process improvement, activity based costing,
quality improvement (Six Sigma), information systems and business finance. Result: Created Tampa Bay’s only local,
full service, professional consulting firm. Clients include private and public manufacturers, distributors and service
companies from metal fabrication and distribution to aerospace and biotech manufacturing to construction.
Managing Director, World Firm Technology Centre
Established and led a $3.5 million, 40-plus person worldwide business unit that designed, developed and supported large
scale project management software and methodologies for the ERP systems integration practice of a top-five global
consulting company. Responsibilities included managing the unit’s P&L and operations, communicating the strategic
differentiators of our software and methods to prospective clients, interfacing with practice leaders to understand
requirements, designing the software to meet those requirements, directing the software development and quality assurance
teams and organizing global installation and support teams. Result: The unit was staffed and the products and method
were developed, implemented and supported successfully at over 500 project sites in 20 countries which enabled over 5000
worldwide users to increase productivity and quality of implementation projects with annual billings over $1.5 billion.
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS (cont.)
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Managing Director, Applied Technology Center
After being selected by the Chairman to fix an automated software selection tool sold to one of the firm’s largest clients, a
global 100 oil company, I envisioned how that tool could be used as a component of a larger, more comprehensive software
tool to assist with the implementation of the selected software. After presenting the design and its corresponding business
plan, I was granted the budget and authority to establish an 8 person business unit to develop and support the software that
would be used by our consultants and clients. Result: The faulty software was fixed, the business unit was formed, and
the new software was developed and combined with the repaired software and released. In two years our active customer
count grew from 18 in the U.S. to 104 in the U.S., Europe, South America, Australia and Africa. Estimated user counts
grew from 180 to about 2,600. Although customers being served quintupled and users grew by 1400%, the team grew by
only 50% over the two years.
Troubleshooter, Office of the Chairman
Selected by the Chairman to establish and lead a team on a crash project to develop an automated software upgrade system
for our largest global software partner. Responsibilities included hand picking the 15 member project team from the around
the nation, developing a partial concurrent design and build approach and leading that team during the systems
development effort. Result: We were able to meet the 3 month deadline and successfully release the product that enabled
an 80% automated upgrade between major software releases.
Director, Public Utilities Group East Region Consulting Practice
This role included P&L responsibility for a $2 million consulting practice, sales management, selling, staffing, assuring
project quality and consulting for at least 800 hours per year. Of note, I developed the firm’s first nuclear information
systems centered consulting practice. While consulting for a $10 billion electric utility with multiple nuclear plants, I
developed a new approach to nuclear information systems planning that enabled a complete IS Plan to be developed in
under 3 months that was subsequently adopted by the firm nationwide. Pioneered the use of the zero-fee consulting
engagement to penetrate clients of our largest competitor. Result: Doubled the size of the practice in two years and,
because nuclear related consulting commanded better rates, increased its profitability.
Interim Accounting and Information Systems Manager, Client Business
As interim manager for the 3 person accounting department and 2 person IS department of large property management
company, facilitated operational turnaround of the back office of a large west coast Florida property management company.
Project included resolving processing bottlenecks by: redesigning workflow, responsibilities, job descriptions and
organization structure; rescheduling closing cycles and computer operations; re-implementing accounting applications and
retraining existing staff. Result: Processing which originally could not finish overnight was completed by `3:00AM;
closing cycles were reduced from twenty to seven days; department morale improved and overtime dropped to almost zero.
Past due rents were reduced by 90%.
Manager, Consulting Practice Office
As a Manager, foresaw the financial viability of and established a profitable five-plus person cross-industry, middle-market
computer consulting practice. Responsibilities included budgeting, sales, developing methods and tools, staffing and
training, quality assurance and service delivery Result: Developed a sustainable $800,000+ annual revenue stream and a
superior on-the-job education program. Methods and tools developed were shared with other practice offices nationwide.
Branch Manager, Software Company
As Branch Manager, established and managed a software company’s New York City branch office. Responsibilities
included business unit planning, recruiting, revenue generation, profitability, ensuring quality service delivery; and
performing project management and design consulting. Result: Recruited team of five consultants and one salesperson.
Developed new customer base and led the $1 million plus revenue branch to profitability.
Project Manager, Software Company
Led the team that envisioned and developed the first interactive trial transcript litigation support system for the Federal
Trade Commission by re-engineering my company’s existing product and process support tools. Engagement included
designing and programming the interface that extracted the text and location markers from a copy of the edited court
stenographers tape as it was sent to the printer and designed the user interface for the attorneys to query the online
transcript. Result: The software was piloted successfully during the government’s antitrust trial against the cereal
companies. FTC attorneys were able to search the transcript for key issues, conflicting testimony and prior rulings by the
judge. The software was subsequently adopted by the Department of Justice. The development of this product created a
new line of business for the company.
Douglas F. Martin
SELECTED MANAGEMENT ACCOMPLISHMENTS (cont.)
4 of 6
Treasurer, Computer Service Bureau
As Treasurer, managed the financial turnaround of a large Pittsburgh-based computer service bureau that performed data
processing for retail, healthcare, construction, manufacturing and major league sports teams. Financial challenges were
overcome by accelerating collections of receivables, negotiating extended payment terms for accounts payable and
establishing a job cost accounting system to understand and manage the profitability of customer services contract. Result:
Gained positive cash flow within two months and achieved profitability within six months.
SELECTED CONSULTING ACCOMPLISHMENTS
Product Purchase Financing
As CFO of a newly formed international consumer electronics and accessories distribution company, identified and sourced
a line of credit based on our customer’s creditworthiness that allowed us to purchase products from a manufacturer using a
letter of credit; then, once the material was made and shipped, having the letter of credit paid-off by purchase order
financing which covered the period of ocean shipping and US Customs clearance. Once the order cleared Customs and was
shipped to the customer, traditional factoring was used to pay-off the purchase order financing. Result: A virtually
unlimited line of credit was established for a company with a relatively poor credit rating.
Financial Turnaround
As CFO of a newly formed international consumer electronics and accessories distribution corporation that resulted from
the merger of a privately held computer accessories distributor and a privately held but related consumer electronics
distributor, all sales, operations and accounting processes had to be rationalized and consolidated. This entailed reviewing
and restructuring the merged organization by identifying key management roles, evaluating current position holders and
determining who would fill them. Office space requirements were reassessed. All logistic and administrative service
providers were reviewed. All liabilities (accounts payable and shareholder debt) and costs (SGA, product and operations)
were reviewed. Result: Eight full-time positions were eliminated; monthly office rent was lowered by 60% and Internet
and telephone expenses were pruned by 80%. In total, monthly recurring overhead was reduced by $109,000 or 66%; from
approximately $165,000 per month to approximately $56,000 per month. A bidding process for all overseas product
shipping from our manufacturers was initiated and product shipping costs have dropped by about 20%. A debt-to-equity
exchange program was started and over $185,000 of shareholder debt was swapped for equity.
Business Improvement
Performed multi-year, multi-phased business improvement engagement for a $180 million plus nationwide metal fabricator
and distributor. Project responsibilities included identifying all strategic, tactical and operational business processes,
evaluating the efficiency of those processes, redesigning those processes that were inefficient and implementing new
software for those processes that could benefit from automation or better software. Typically, strategic processes required
support from custom developed applications while tactical and operational processes could be supported by packaged ERP
software. Specific tasks performed included strategic planning, process reengineering, software selection, software design,
implementation planning and meeting facilitation. Result: in three years, the following business functions were
reengineered and supported by newly purchased or developed software: Product Display and Item Selection on the website,
Customer Relationship Management, Specials Requisitioning, Financials, Inventory, Purchasing, Order Fulfillment,
Handhelds with Bar Coding and Customer Order Entry.
Process Reengineering, Software Selection and Implementation
Led the management team of a $20 million national surgical products manufacturer upgrade its management infrastructure
to support faster growth. Company performance and growth was being hindered by inefficient management processes and
outdated information systems. During this project, we reengineered almost every business process, developed requirements
for and selected new ERP software for almost every business function. The new software required a complete technology
upgrade prior to the software’s successful implementation. Result: Improved productivity and interdepartmental
communication by removing non-value-added, difficult, error-prone manual processes. Order fulfillment time decreased,
raw materials inventory was reduced and the financial closing cycle was able to be completed in under 10 days.
Project Management
Led two multi-national project teams for the United Nations successfully overcoming the cultural differences and
competitive natures of team members who were their country’s “best and brightest”. Result: Two high performance teams
which developed and implemented a new treasury management system and a financial and ownership information database
of the 1000 largest global corporations.
Douglas F. Martin
SELECTED CONSULTING ACCOMPLISHMENTS (cont.)
5 of 6
Strategic Planning Facilitation and Business Planning
At the request of the CEO of a privately held, $20 million national pharmaceutical and drug compounding company,
facilitated three, tri-annual, multi-day, strategic planning retreats with the owner, CEO and executive leadership team. The
first retreat addressed the owner's vision for the company versus where the management team thought the company should
go. The facilitating challenge of the first retreat was getting the owner to be open with his ideas and not react negatively to
questions or criticism while simultaneously encouraging the executives to put forth their ideas and concerns. Once the
vision was established a Strength, Weaknesses, Opportunities and Threats (SWOT) analysis was performed. Finally, a
series of task-level, multi-year, if necessary, financial and operational project plans were prepared. Each plan included
budgets and the assignment of the executive responsible for completing the project. The two subsequent retreats were
follow-ups that adjusted the vision to reflect changes in the business, the competition and the economy; as well as,
evaluating and adjusting existing projects and creating new ones where necessary. Result: The company was changed
from an opportunistic acquirer of industry-related businesses into a focused healthcare holding company that would
organically grow and purchase competitors when presented with a good-value while, if necessary, sell subsidiaries and/or
divisions that were not able to maintain profitability established thresholds or lost their strategic fit with the rest of the
company.
Crisis Management and Business Turnaround
Established and led a 12-plus person team which assessed and solved the root cause of problems critically impacting the
sales and order fulfillment functions of an $80 million annual revenue beverage bottler and distributor. The problems
resulted in erroneous and missed shipments, incorrect invoices, lost customers, decreased cash flow, increased working
capital loans and potential business failure. Responsibilities included diagnosing the underlying causes, improvising
manual workarounds to stabilize operations and repair cash flow, reengineering broken, inefficient processes and
implementing new software. Result: Revitalized, perhaps even saved, the company by enabling it to regain positive cash
flow within seven days, repay working capital loans, recover customers and subsequently return to profitability.
Operating Agreements and Private Placement Memorandum
As a principal in several start-ups, prepared Limited Liability Company (LLC) Operating Agreements for each as well as
the Private Placement Memoranda (PPMs) necessary to get them financed. The PPMs included the Notice to Prospective
Investors, Summary of the Offering, Business Plan, Proforma Financial Statements, Use of Proceeds, Risk Considerations,
Forward-Looking Statements, Terms of the Offering and Plan of Distribution, Investor Suitability Standards and
Subscription Agreement. Result: Completed LLC operating agreements and Private Placement Memoranda.
Acquisition Implementation and Process Improvement
Developed process improvements, organization structures, system architectures and merger implementation plans for a
large subsidiary of a $7 billion financial services company after an acquisition. Led team of executives and key staff to
determine “best practice,” “best personnel,” and “best systems”. Next we defined new processes and organization and
systems structures for the combined business. Result: Protected $10.9 million specialized revenue stream. Improved
process efficiency that resulted in a 108-person staff reduction that saved $11.4 million annual recurring costs.
Acquisition Due Diligence
Performed an acquisition target review for the world’s largest financial applications software vendor and the second largest
manufacturing software vendor. The project included a “due diligence” review of the target’s software architecture and
programs to determine maintainability; development of a replacement cost valuation review; design of combined product
line architecture with fully resourced and cost-estimated development plan, evaluations of both staffs and newly envisioned
organization structure with employee specific staffing recommendations. Result: Negotiations proceeded based on a
recommended purchase price $26 million lower than the original asking price.
Systems Design
Managed the design of a nationwide bottler management system for a Fortune 20 beverage company. Business functions
included in the design were route sales, distribution, inventory, marketing, promotions, accounting, performance reporting,
and management reporting. Technically, the system was designed to run within a distributed relational database
environment. The design team included four client analysts. Result: Customer accepted design and, as testament to its
quality, rehired to continue as design consultant to develop a similar architecture for the international division where
multiple languages, currency and accounting rules were key considerations to package selection and systems design.
Douglas F. Martin
SELECTED CONSULTING ACCOMPLISHMENTS (cont.)
6 of 6
Information Systems Planning
Managed strategic planning projects for several privately held and Fortune 500 manufacturing, distribution and retail
clients. Engagements included strategic alignment, critical success factor identification, performance measure definition,
strengths/weaknesses/opportunities/threats analysis, resource scheduling, cost estimating and business case development.
Result: Using facilitated group work sessions and other planning techniques, usual planning cycles were reduced from
months to weeks; the quality of the plans improved and greater consensus was achieved.
Business Planning
Assisted an entrepreneur to grow a musical artist representation agency by providing a business plan template, coaching on
its completion and critiquing the each component of the plan. The challenge was getting the entrepreneur to focus on those
services the entrepreneur was qualified to deliver and then determine how to provide the musician with any missing
services that would round out a complete representation service package. Additionally, the engagement included
researching competition, identifying possible alliance partners for services not provided and assistance with pricing.
Result: The completed business plan outlined a company focused on delivering the services based on the entrepreneur’s
core competencies and augmenting those with strategic partners which enabled the owner to better allocate limited capital
and available time to the activities that really mattered in achieving success.
Capacity Planning and Information System Effectiveness
Managed several capacity planning, information system effectiveness and system architecture engagements for several
Fortune 500 manufacturing and retail clients. Engagements included developing planning procedures, planning business
and information systems, assessing management practices, estimating resources, employing distributed processing
strategies, using data base management systems, analyzing capacity, improving operational efficiency, implementing
charge backs and restructuring organizations. Result: Systems plans included computer hardware sizing which improved
the accuracy of hardware cost estimates. Automated capacity planning models were developed and turned over to the
customers for continued use. Comprehensive, information systems service improvement recommendations were delivered.
Disaster Recovery Planning and Data Security Reviews
Managed the preparation of several disaster recovery plans and data security reviews for various distribution,
manufacturing, retailing, utility, agriculture, real estate and service companies. Projects included assessing the probability
of failure, determining the cost of recovery, estimating the cost of downtime, analyzing alternatives, recommending
improvements, developing business procedures and testing solutions. Result: Cost effective and easy to implement
recommendations to enhance security, reduce probability of occurrence and/or mitigate the effects.
Data Center Consolidation
Assisted a large Fortune 500 Financial Services company evaluate the economies of scale of combining Waltham, Mass
and New York City based data centers into each other's space or finding a third party location to hold both. The project
included modeling site expansion costs, site relocation costs, one-time costs (e.g. moving expenses, lease buy-outs, etc.),
ongoing operating cost increases/reductions (e.g. lower per square foot rent, higher delivery charges, etc.), key employee
relocation costs, employee commuting allowances, etc. The applications and architectures of each company were also
reviewed for synergies. Result: The majority of the systems running at the Waltham data center were migrated to those
running in NYC, thereby allowing the phase out of the Waltham data center and an annual cost savings of $ 1.9 million.
Quality Assurance
Conducted a systems assessment on a complete applications system replacement and delivered a negative “go-live” opinion
to the executive and audit committees of a $200 million building supply retailer. Reviewed project plans, systems and
program documentation, and interviewed key user stakeholders and IT personnel. Conducted independent systems test
with help from internal audit. Prepared a risk analysis that indicated, if the planned cutover didn’t work, the company had a
high probability of going out of business due to lost revenue and permanently lost customers. Presented the negative
advice, explained the logic, offered alternatives and received concurrence from the executives. Result: Company
postponed the “go live” date until additional testing could be performed and the system re-engineered to be implemented in
phases versus the “big bang”. Three months later the phased implementation began and, three months after that, the system
was fully implemented. There were no business disruptions.
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