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Business Consulting Group, LLC
518 North Tampa Street, Suite 290, Tampa, FL 33602 • (813) 225-1113
www.BCGTampaBay.com
DOUGLAS F. MARTIN
SUMMARY
A senior consulting executive with over 32 years of experience envisioning business opportunities, establishing high
performance information technology organizational units and leading multiple teams in the development and company-
wide implementations of high impact information systems solutions. Key consulting skills include leadership,
entrepreneurial experience, strategic thinking, technical innovation, problem solving, decision-making and high
performance team building. Industry experience ranges from privately-held to Fortune 10 manufacturing, distribution,
consumer products, financial services, and technology corporations; professional service firms; Federal Government
Departments and Agencies; and the United Nations. Experienced in:
• Strategic Information Systems Planning • Expert Witness/Litigation Consulting
• Systems Design and Implementation • Process Improvement and Cost Reduction
• Software Package Selection and Implementation • Crisis Management and Turnarounds
• Project Management • Mergers and Acquisitions
SELECTED ACCOMPLISHMENTS
Purchase Contract Consulting Services
• Modified many Value Added Reseller (VAR) and software vendor sales contracts for a variety of real estate
development, manufacturing, mortgage servicing, law firm, and advertising agency clients. Engagements included
price negotiations, reviewing the existing sales contracts and license agreements and suggesting changes which
included the addition of VAR or vendor performance criteria, milestone-based payment terms and, where applicable,
the inclusion of responses to requests for proposals. Result: Successfully negotiated over 16 hardware software deals
representing over $5 million of combined hardware, software and implementation services.
• Provided subject matter expertise to corporate counsel during the development of a software license agreement for a
large international accounting and consulting firm. Project included identifying proprietary intellectual property,
confidentiality requirements, third-party access to software, consequential damage waivers, warranties, upgrades and
license terms. Result: License agreement was used on over 100 software implementations in the United States and
seven other countries.
Expert Witness/Litigation Consulting
• Legal consultant for plaintiff’s attorneys in a matter involving the violation of the Florida Trade Secrets Act.
Engagement included comparing defendant’s Request For Proposal to the plaintiff’s user and system documentation;
researching plaintiff’s internal system development and HR policies; reviewing defendant depositions; preparing a list
of questions for the plaintiff’s attorney to use in the deposition of alleged beneficiaries of the violation and issuing a
report of findings. Also instructed plaintiff’s attorneys on industry standard project management practices and
provided insights as to how best to substantiate their client’s claims for payment of disputed software support and
consulting fees. Result: Case is currently in settlement negotiations.
• Provided software development expertise to a legal team in a multi-million dollar software development and
implementation project that finished behind schedule and over budget. My participation included understanding and
examining the use of a proprietary computer-based software documentation tool and the methodology which it
supported. Analyzed the effective usage of over 100 documentation objects. Extracted and converted key
documentation from the proprietary documentation system into a commercially available database used for querying
the documentation. Prepared documents for the lead counsel on how well the proprietary method and system were
used, provided possible questions the defendant’s attorney’s might expect from opposing counsel and helped prepare
deposition questions for key witnesses. Result: Attorneys successfully completed pre-trial discovery, depositions and
motions and are attempting to negotiate a settlement.
Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
SELECTED ACCOMPLISHMENTS (Cont.)
• Determined the causes of poor system performance for a property management firm who had purchased a complete
rental billing and accounting system (hardware and software) only to learn upon installation that the computer was not
large and fast enough to handle daily processing. Engagement included diagnosis and negotiating with the vendor for
additional hardware to enable completion of daily processing in a reasonable timeframe. Result: Client received
RAM and disk drive upgrades for the cost of the additional monthly maintenance.
• Designed and managed the development of a document tracking and retrieval system for the law firm defending a large
fortune 20 computer manufacturer against antitrust charges. Engagement included determining the document indexing
scheme, keyword extraction and attorney user interface. Result: The system successfully indexed hundreds of
thousands of documents over the course of the multi-year trial.
• Led the team that designed and developed a document tracking and retrieval system for the law firm defending one of
the tobacco companies against a growing number of product liability lawsuits. Engagement not only included
determining the document indexing scheme, keyword extraction and attorney user interface but also involved
developing a program that would index keywords from abstracts prepared by document reviewers. Since the system
was used on multiple cases, it had to include the ability to track which documents were produced, when they were
produced and which plaintiff attorneys for which cases received them. Result: The document database was used for
multiple years across hundreds of cases.
Information Systems Consulting
• Performed an acquisition target review for the largest financial applications software vendor of the second largest
manufacturing software vendor. The project included a “due diligence” review of the target’s software architecture
and over one million lines of code; development of a replacement cost valuation review; design of combined product
line architecture with fully resourced and costed 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.
• Managed and architected a new custom developed browser-based Order Entry and Purchasing application for a $100
million plus nationwide steel distributor. Engagement included scheduling and managing a 12 person project team,
designing the application architecture to perform in a JAVA/Websphere environment, developing a person-by-person
implementation strategy and addressing business process issues with senior management. Result: The system was
successfully deployed to over 200 users in 16 locations across the United States.
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Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
• Led the management team of a national surgical products manufacturer during its implementation of an integrated
order entry, manufacturing and financial system. Re-engineered almost every existing business process in support of
the new ERP system. Result: Improved productivity and interdepartmental communication by removing non-value-
added, difficult, error-prone manual processes, thereby decreasing order fulfillment time, raw materials inventory and
financial closing cycle days.
General Business and Management Consulting
• Established and led a 30-plus person worldwide business unit that designed, developed and supported large scale
project management software and methodologies for a top-five global consulting company. Direct responsibilities
included interfacing with practice leaders to understand requirements, designing data and software components to meet
those requirements and direct the software development and support teams. Support included authoring associated
documentation, education and marketing materials and establishing a 12 hours by 5 days per week worldwide
telephone and e-mail customer support center. Combined central staff installation and training with “train the
installer/trainer” representatives to fill worldwide demand. Pioneered the assignment of non-development team
members to team-lead responsibilities for newly developed functional software components. Result: Product was
developed, implemented and supported successfully at over 500 sites in 20 countries which enabled over 5000
worldwide users to increase productivity and quality of implementation projects with annual worth over $500 million.
• Established and led a 12-plus person team which assessed and solved the root cause of problems critically impacting a
new order entry, shipping and accounts receivable system for an $80 million annual revenue company. The problems
resulted in erroneous and missed shipments, incorrect invoices, lost customers, decreased cash flow, increased working
capital loans and potential business failure. Manual workarounds were improvised to stabilize operations and repair
cash flow. Replacement applications were developed and implemented quickly and successfully. Result: Revitalized,
perhaps even saved, the company by enabling it to regain cash flow, repay and stop working capital loans, recover
customers and return to profitability.
• Established and managed a software development company’s New York City branch office. Recruited team of five
consultants and one salesperson. Result: Developed new customer base and led the $1 million plus revenue branch to
profitability.
• 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”; and defined new process, organization and systems
structures for the combined business. Result: Protected $10.9 million specialized revenue stream. Improved process
efficiency and a 108-person staff reduction saved $11.4 million annual recurring costs.
• 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.
Other Related Experience
• 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.
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Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
• Conducted a systems assessment and delivered a negative “go-live” opinion on a complete applications system
replacement 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 advise, 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 was 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.
• 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. In addition, the applications and architectures of
each company were 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.
PROFESSIONAL EXPERIENCE
Business Consulting Group, LLC, Tampa, FL. Managing Member, 2002 - 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—eBusiness, 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 (Commerce), Cum Laude, Washington and Lee University, Lexington, VA., 1972
COMMUNITY and PROFESSIONAL AFFILIATIONS: Greater Tampa Chamber of Commerce (Committee of
One Hundred, High Technology Committee, 2000-2001; Workforce Development Committee, 2001-2003; Small
Business Education Committee, 2002-2005; Small Business of The Year, 2002-2005; Venture Capital Task Force, 2002-
2004; Education Committee, 2000); Tampa Bay Technology Forum, 2000-2002, 2004; STAR TEC Technology
Enterprise Center, Vetting Committee, 2004, 2005)
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Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
ADDITIONAL SELECTED ACCOMPLISHMENTS
• Led two multi-national project teams for the United Nations successfully overcoming the cultural differences and
competitive natures of team members who are 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.
• 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.
• Led management team of a $100 million metal fabricator and distributor in defining internet requirements. Then,
developed systems architecture for the website. Project included defining the website’s scope, functions and look-and-
feel; defining the technical infrastructure for the site; designing the data base model; and selecting the development
platform. Result: Deliverable included working prototype of website that included all design decisions, website data
model and technology architecture. The site is operational and has increased new customers by 15% annually.
• Managed minicomputer hardware/software selection and implementation engagements for real estate, manufacturing,
mortgage servicing, law firms, and advertising clients. Engagements included requirements definition, evaluation,
contract preparation, planning, resource scheduling, client training and monitoring the implementation as well as
reviewing and modifying workflow and procedures and designing accounting controls involving more than thirty
applications. Result: Over 16 information systems including all hardware, software and telecommunications were
selected and implemented successfully.
• Managed a strategic information systems planning engagement for an $800 million aerospace/defense manufacturer.
Role included methodology consulting and assistance in determining information systems technology platforms.
Issues addressed included DB2, CASE, Data Administration, system architectures, hardware and system software, end
user tools and EIS. Result: The plan was implemented over three years and involved a complete upgrade to newer
operational and financial software and technology.
• Managed an assessment of data processing cost effectiveness for a $100 million telecommunications company.
Engagement included matching revenue to expenses by line of business, determination of user satisfaction with
business information systems and developing recommendations to improve the cost effectiveness of data processing.
Result: Suggestions included establishing user based steering committee, developing a help function, acquiring more
"user-friendly" query tools and ensuring software was updated to the most current release.
• Created a new approach to information systems planning for a nuclear power business unit of a $7 billion utility that
had a collection of user developed process aids and information systems that followed no development methodology
nor set of standards. Every business function needed automated support. The new approach grouped the needed
functionality into mini-applications that were assembled into broader “releases”. This approach allowed each unit to
get and absorb some of its needed functionality quickly. Result: The new approach reduced maintenance cost,
training, development time and increased quality, modularity, team communication, collaboration and business
benefits. The plan was actively used to implement applications at four nuclear plants successfully and achieved
Nuclear Regulatory Commission compliance.
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Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
ADDITIONAL SELECTED ACCOMPLISHMENTS (Cont.)
• Facilitated operational turnaround of the back office of a large west coast Florida property management company.
Project included resolving a processing bottleneck by redesigning workflow, responsibilities, job descriptions and
organization structure; rescheduling closing cycles and computer operations; re-implementing accounting applications;
retraining existing staff and being interim IT Director. Result: Processing which could not finish overnight was
completed by 3:00 AM, closing cycles were reduced from twenty to seven days; department morale improved and
overtime dropped to almost zero. Past due rents reduced 90%.
• Managed acquisition analysis of a complete financial software product line from one multi-billion dollar company to
another. Responsibilities included defining, coordinating and analyzing business economics, product convergence,
sales and marketing strategies and the detailed business arrangements. Result: Customer made an offer at the
recommended price.
• Managed several capacity planning, information system effectiveness and system architecture engagements for several
Fortune 500 manufacturing and retail clients. Engagements included planning procedure development, business and
information systems planning, management practices assessment, resource estimating, employing distributed
processing strategies, using data base management systems, analyzing capacity, improving operational efficiency,
implementing charge backs and organization restructuring. Result: Systems plans that included computer hardware
sizing to improve the accuracy and narrow hardware cost estimates. Automated capacity planning models were
developed and turned over to the customers for continued use. Comprehensive sets of information systems service
delivery improvement recommendations.
• Led five-person team in the specification, selection and implementation of a developer's cost accounting application
system for an international developer in support of its large, mixed-use, Planned Urban Development (PUD) in
Southwest Florida. Responsibilities included project management and progress reporting; requirements definition and
hardware/software evaluation; process, job and organization design; training; testing and implementation. Result:
System successfully selected and implemented. The system and organization successfully processed the transactions
for the five-year life of the development.
• Assisted developer in implementing a real estate development cost accounting system for a multi-year, mixed-use
development. Tasks included chart of accounts design to ensure costs were tracked at the individual retail space level
of detail, including leasehold improvements; thereby enabling P&Ls by space (store or tenant). Instructed accounting
personnel on the systems use and management on the available reporting capabilities. Result: The system was
implemented in one month, in time for the start of construction, and kept processing for the duration of the initial three-
year build out.
• Managed an information system effectiveness review for a $120 million dollar oil and gas producing company to
improve the automated delivery of financial and administrative management information. Engagement included
analyzing application system architecture, development methods and information systems organization structure;
preparing a cause and effect presentation; and developing recommendations. Result: Improvements included an
expanded use of relational data base technology, CASE tools, and organizational changes.
• Managed the design of a nation wide 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.
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Business Consulting Group, LLC
Management Consultants
Douglas F. Martin
ADDITIONAL SELECTED ACCOMPLISHMENTS (Cont.)
• Managed custom design and implementation of a route accounting, settlement and management information system
using a relational data base management system. Engagement included direct interface to hand-held point of sale
NORAND billing devices. Result: System was designed, developed and implemented in 3 months by a nine-person
project team.
• Foresaw the financial viability and established a profitable five-plus person cross-industry, middle-market computer
consulting practice. Result: Developed a sustainable $800,000+ annual revenue stream and a superior on-the-job
education program.
• Minimized budget and staff growth for a software development business unit of a global top-ten consulting firm while
customer count grew quickly. Observed existing work flow, researched “best practices” and reengineered our
processes to focus on value-added activities and allow servicing of more customers with the same staff level. While in
two years our team grew from 10 to 12, our active customer count grew from 18 in the U.S. to 104 in Europe, South
America, Australia and Africa. Estimated user counts grew from 180 to about 2,600. The only way to achieve our “A”
service rating was working smarter. Changed product development from on-demand, incremental releases to three
planned releases per year. Reengineered the product support question and issue resolution process from a first-come,
first-served model to a level of problem severity gets the more experienced analyst model. Instituted cross-training/job
rotation within development and support. Result: While the service rating remained an “A”, cost per project dropped
from $47,000 to $13,500 and cost per user plummeted from $4,700 to $460. Management techniques allowed non-
technical tasks such as developing test plans, training courses and authoring on-line help to start sooner, realizing a
20% schedule savings.
• After the acquisition of a large retirement community, the acquiring company wished to reduce costs and achieve
available economies of scale. While teamed with the Palmeri Group, we re-engineered most operations. This required
a detailed workflow and value-added analysis. Processes, jobs and the organization were redesigned. New computer
systems were selected and implemented to provide adequate and timely cost reporting. The remaining staff was trained
to perform their new jobs with the new system. Result: The 20% annual cost reduction translated to an almost one-to-
one improvement in the bottom line.
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