ACCESS TO TOP TIER EXPERTISE WITHOUT THE TOP TIER PRICE TAGWBMV was founded with a simple objective – to help small and medium-sized organizations like yours, create and manage transformational growth opportunities by giving you access to our top-tier expertise without paying top-tier rates.Our multidisciplinary team of experts possesses years of experience doing the work themselves and know how to get the job done for you. When you partner with us, you benefit from our strategic insights, vast operational experience, and global network. Bring us in for specific projects, let us identify new opportunities for you, tap into our knowledge and experience as trusted advisors and executive coaches, or engage us as an extension of your leadership team.We help you create growth opportunities for your business through:· Strategy and Business Development· Integrating your Business and Sustainability Goals· Strategic Partnerships· New Product Development and Commercialization· Engineering and Manufacturing Design and Development· Facilitating Technical and Regulatory Acceptance· Strategic Marketing· Communication and Messaging· Access to Capital· Doing Business with the Department of DefenseWe like to bet on your success and our approach reflects that – when you win, we win. We prefer performance-based models with a small retainer upfront and a greater weight on a percentage of the success delivered, but we also recognize that every situation is unique and we’ll work with you to determine what’s the right approach for you.

Martz & Associates Consulting, LLC provides expert analysis regarding strategic planning, organizational transformation, and complex problem solving related to the Department of Defense requirements, programming and budget processes.

Supervised budget strategy, budget execution and collaborative coordination with the Office of the Under Secretary of Defense Comptroller (USD(C)), the Office of Management and Budget (OMB) and the Staff Directors and Professional Staff Members for the House and Senate Appropriations Sub-Committees on Defense and Military Construction. Developed the Fiscal Year (FY) 2013 Sequester Strategy and successfully led the effort to gain ~$7B in funding to support combat operations in Afghanistan. Budgets supervised: FY 12 - ~$185B; FY 13 - ~$180B and FY 14 - ~$149B.

Led development and defense of the Army's portion of the Department of Defense's annual submission of the Future Years Defense Plan (FYDP). Led successful development of these fiscal strategies for Fiscal Years 12-16, 13-17 and 14-18 (partial). Led an extraordinarily talented Directorate of 82 Civilian and Soldier Analysts. Worked though the Army G8, directly for the Secretary of the Army and the Chief of Staff of the Army.

Was the Chief Operating Officer (COO) for ARCIC supervising the staff, charged with transforming the Army's requirements enterprise, reorganizing ARCIC to support the transformation (~350 employees) and then refining the processes to deliver our products to Department of the Army on-time. Approved all requirements contracts and chaired the board for all personnel performance evaluations. For twenty of these months, due to gaps in leadership, also served as the Acting Director for Concepts Development and Experimentation, the Acting Director of Requirements Integration and for our higher headquarters, US Army Training and Doctrine Command, I was the Acting Director of for Strategic Planning (G5).

Led the ARCIC Directorate responsible for writing the Army Capstone Concept, for developing Joint and Army experimentation efforts, for coordination with the ~20 Foreign Army Liaison Officers, for the Campaign of Learning supporting the Chief of Staff of the Army's UNIFIED QUEST annual futures game and for development of Air-Land-Sea Applications (ALSA) doctrine.

Was the Director for Operations (G3/5/7) for ARCENT/CFLCC. Was responsible for ten direct reports leading divisions responsible for Current Operations (G33), Future Operations (G35), Future Plans (G5), Training (G37), Aviation Operations, Force Modernization, Engineer Operations, the Battlefield Coordination Detachment (co-located with Ninth Air Force in Qatar), Liaison Cells (from Australia, US Marine Corps and US Navy) and Theater Security Operations across 25 countries in northeast Africa (8), the Levant (3), the Arabian Peninsula (8) and Central/South Asia (6). Had planning and training authority over a land-based US Navy helicopter detachment (missions in Kuwait and southern Iraq), a US Army helicopter battalion (Kuwait), a US Army fixed wing detachment (across the region) and a US Army ship detachment (missions to Djibouti, Iraq and Qatar). In accordance with the Commanding General’s guidance set ARCENT’s priorities; developed, coordinated and synchronized support to Operation Enduring Freedom (OEF) and Operation Iraqi Freedom (OIF) and Theater Security Cooperation engagements with 21 countries. Organized the very successful ARCENT Army Commanders’ Conference in Islamabad (2007) and the detailed planning for the successful BRIGHT STAR 08 in northern Egypt. At the direction of the US Ambassador to Lebanon and the Commander, US Central Commander, led a small assessment team to evaluate the needs of the Lebanese Armed Forces (LAF) in September 2006.

Was the Assistant Division Commander for Maneuver (ADC(M)) for the 2nd Infantry Division reporting directly to the Commanding General (CG). Was responsible for four direct reports: the Commander 1st Armored Brigade, the 2nd Combat Aviation Brigade, the Division Artillery and the 122nd Signal Battalion. Personally, led the Forward Tactical Operations Center (TAC 1). At the CG’s direction, led the planning and synchronization of the mission rehearsal exercise (MRE) for the 2nd Infantry Brigade Combat Team in preparation for its deployment to Operation Iraqi Freedom (OIF). Following their deployment, led the planning and synchronization effort to reduce the Division’s geographic footprint by closing down five camps in the Western Corridor and one camp in the Eastern Corridor. At the direction of the CG Eighth US Army, led the planning and execution for consolidation of the 2nd Combat Aviation Brigade, the 6th Air Cavalry Brigade and the 17th Aviation Brigade into one Aviation Brigade. At the direction of the Commander US Forces Korea, led the planning and synchronization for the modularization of the 1st Brigade into an Armored Brigade Combat Team, the Division Artillery into a Fires Brigade and the Signal and Military Intelligence Battalions into the Division Special Troops Battalion (STB). Developed a safety training program that resulted in the 2nd Infantry Division reducing its accident rate in 2006 to less than 50% of the total accidents in 2001 (Secretary of Defense directed goal).

In coordination with the Opposing Force and the installation Staff, led transformation of the rotational design from traditional rotations to Mission Rehearsal Exercises (MREs) supporting deployments to Afghanistan and Iraq. Developed on short notice, three rotations in Winter/Spring 2004, which were the forerunners of today's Decisive Action rotations. In twenty-one months experienced zero fatalities during the twenty-eight day cycle with the rotational unit. Worked collaboratively with the US Air Force team at Nellis Air Force Base to measurably improve Joint Effects Training (JET).

Was the Commander, 1st Armored Brigade (~2,200 US and Republic of Korea Soldiers) with four direct reports: one Mechanized Infantry Battalion, two Armored Battalions and one Headquarters Company. Was assigned a budget of ~$17M. Ensured all Soldiers and assigned units were trained and ready to execute assigned missions. Built an exceptionally cost effective maintenance plan which saved ~$7M my first year and ~$12M my second year in M1 Main Battle Tank engines alone.

Was the Chief of the Commander in Chief’s Initiatives Group for the Commander, United Nations Command (UNC); the Commander, ROK-US Combined Forces Command (CFC) and the Commander, United States Forces Korea (USFK). Reported directly to the CINC. This sixteen person shop consisted of two Civilians, eleven US Army Soldiers, a US Air Force officer, one ROK Marine officer and one Korean Army Soldier. Our four large projects were writing and publishing CFC Rear Area doctrine, development of products in support of the 50th Commemoration of the Korean War (June 2000), writing the CINC’s End of Tour Report and planning and implementation of the CINC’s Strategic Management Plan for CFC and USFK.

Was the commander of an Armored Cavalry Squadron consisting of seven subordinate units with ~1,100 Soldiers. The two years were split into two distinct time periods each with a different focus. While at Fort Bliss the unit trained for and executed a very successful September 1995 National Training Center (NTC) Rotation and then prepared for relocation to Fort Carson in compliance with the Congressionally directed Base Realignment and Closure (BRAC) Commission requirements. Relocation criteria mandated transfer of ~400 Soldiers and their families to other units on Fort Bliss. ~400 Soldiers and their families already at Fort Carson would join us upon arrival. While the move did not take place until February/March 1996, we took control of those ~400 Soldiers and their families in split-based operations beginning in October 1995. The move up I-15 in the winter was accident free and all personnel and equipment arrived on-time. From October 1995 through July 1996 was also assigned to support the training of our Army National Guard partnership unit, the 278th Armored Cavalry Regiment located in middle and eastern Tennessee.

Two Primary Projects:1. Mobility Requirements Study, Bottom-up Review Update (MRS BURU)2. Revolution in Military Affairs