Curriculum Vitae

IT Director and Security Officer

Marty Sampson serves as the IT Director and Security Officer for Molecular Designs and Streamline Scientific, responsible for the comprehensive management of all information technology systems, infrastructure, security operations, and compliance initiatives across both organizations. In this dual role, he oversees strategic IT planning and execution while ensuring robust cybersecurity posture and regulatory compliance, including SOC 2 Type I certification efforts.

• Develop and execute IT strategy aligned with business objectives for both Molecular Designs (biotechnology/manufacturing) and Streamline Scientific (CLIA-certified laboratory operations)
• Manage IT budget, resource allocation, and vendor relationships
• Provide technical guidance and decision-making authority for all IT initiatives
• Coordinate cross-functional IT projects spanning ERP, LIMS, e-commerce, billing, and security platforms
• Performance management, goal setting, and professional development planning
• Technical training and certification planning for IT staff
• Manage complex integration projects spanning multiple systems and vendors
• Budget planning and resource allocation for IT initiatives

37Metrics is a consulting, software development and I.T. services company.

Projects include business consulting, sales consulting, DevOps consulting, software development services, and CTO/CIO consulting services.

CEO / Contractor

I moved to Austin, TX to start 37Metrics. The goal was to use efficient software development practices to build quality software for our clients at a competitive rate by using remote-work U.S. developers and augmenting the team with nearshore resources. That worked well but eventually my role tended to transition to a contract CTO once the project was completed to help maintain and sell the products my company developed.

• 37Metrics built a Salesforce integration for Xait, a collaborative documentation generation product used by almost all the world’s oil and oil services companies.
• 37Metrics built the first Uber-like mobile application for Readi-Response to request a private investigator when in a car crash.
• 37Metrics built the first B2B marketplace for MemberJets to sell individual seats on private jets. I became the contract CTO after the product was completed.
• Interim Contract CTO and Advisory Board member for Intry, a company disrupting the applicant tracking system and job search industry.
• Contract CTO for Digital Baron, a software company offering a chatbot product for the Quick Service Restaurant (QSR) industry.
• Contract CTO for PopupRx, a pharmacy experience management company. I lead the design and development of many products including PopupCare, EveryDayRx and WeCare2Care using onshore and nearshore development resources. All products have been completed and released to the market. New feature and maintenance development efforts continue.

Blue Ocean Consulting (BOC) is a software development company focusing on creating custom software when a customer has researched the build versus buy matrix and decided to build. BOC has been developing software since 1995 and is primarily a Microsoft technology shop with some Java, Oracle and smaller 3rd party software expertise.

Vice President of Operations / Solutions Architect / Consultant

As VP of Operations, I managed the staff of developers and infrastructure to deliver over 300 projects to customers. My greatest value is my ability to talk with customers at a business level and with technical staff at a technical level. I ended up helping close sales and architecting projects before turning over to Business Analysts. The projects I lead to success are:

• Standardization of all processes including hiring, onboarding, termination, employee review, timekeeping, billing, client reporting, software development, system administration, requirements gathering, sales qualification and process, and support infrastructure.
• Created a suite of systems to report daily on project progress, project success, and revenue.
• Revamped support infrastructure and ticketing system.
• Replaced project management, billing and time-tracking tools that showed a 10% profit increase in the first month of use.
• Managed the development team that delivered over 300 client projects of varying size and scope. The development team started with 5 people and eventually grew to over 40 people.
• Managed the outsourcing efforts to teams in India and Costa Rica.
• Lead the sales effort, handled client-relations and managed the development teams for the largest projects that generated approximately 75% of the company revenue during my final year at BOC.

Jimmy John’s is a national quick service restaurant franchise with over 3,000 stores open. There were 376 restaurants open when I joined. At the end of my tenure, there were 1,009 restaurants open not including 1,400 that were sold and waiting to be built.

Director of I.T. / CIO

In my position, I reported to the President and to the CEO. The position started with an infrastructure overhaul, standardization of process, and building a team to support the organization. As time progressed, the I.T. department switched from a cost center to a profit center. We were highly involved in the process of selling restaurants, selling sandwiches, working tightly with marketing, and implementing many systems and procedures that proved to be highly profitable. The big projects I lead to success are:

• A standard point of sale (POS) system across the entire franchise.
• Researched and interviewed vendors and chose a vendor that agreed to a custom software implementation. In the end, there were over 1,000 tweaks and custom features added to make the system perfect for Jimmy John’s.
• An enterprise reporting system integrating with the POS system to provide reporting, business intelligence and analytics to franchisees and the franchisor. We chose a best of breed POS vendor and facilitated an integration with a best of breed business intelligence solution. From the franchisee perspective they had complete visibility in real-time to every metric important to them for all the stores they owned. From the franchisor perspective we had complete visibility to store metrics along with a multitude of other metrics that allowed us to raise average unit volumes from ~$800K to over $1.3M now.
• An online ordering system that integrated with both non-POS and POS integrated stores. It launched with 100% store participation day one and was generating one million dollars in sales on an average day within a month of implementation. The key to success was planning and custom development before the launch. We coordinated with the vendor to create a custom signup and menu management system before launch. The vendor also extensively customized the ordering system for Jimmy John’s including a mobile website and an iPhone application.
• A gift card program franchise wide. This involved researching vendors, business models and legal issues for almost 2 years before finalizing implementation. The program ended up as the lowest risk centralized bank model with no fees and the least amount of escheatment risks. Still, the program became hugely profitable.
• Changed the credit card processor of choice from FirstData to a smaller vendor (MPS now called Vantiv) with 99% adoption by incentivizing franchisees using the gift card program, additional POS and online ordering feature changes and cost reductions.
• Lead several website initiatives including the largest overhaul of the main website along with dozens of micro-sites to support our marketing initiatives.
• Transitioned the I.T. Department from a cost center to a profit center.

The University of Illinois at Champaign/Urbana is the largest university in Illinois with approximately 45,000 students on campus. I worked for the Housing Division which is the 3rd largest network on campus. I shared enormous responsibilities with only 1 other network administrator maintaining a system of approximately 100 servers, 80 switches, 1,000 workstations, and 10,000 network connections in 25 buildings. We were the highest level of technical support for 2,200 employees and 10,000 students. We also supported a staff of 15 developers and supervised a student work force of approximately100 student workers.

Network Administrator / Database Administrator

The official job title was Sr. Network Administrator III but since our network began for us at the switched level we were actually System Administrators and I eventually became the Database Administrator due to my involvement with the software development group. During my time at the U of I, I performed the following duties:

• Ultimately responsible for the “administrative half” of the network including 50 servers, 500 workstations, and 2,200 employees as well as the development staff.
• Implemented strict Active Directory policies and utilized a powerful software install tool called NetInstall as well as wrote many custom System Administration tools to be able to manage such a large group with little staff. Only the Network Administrators and development staff had local administration rights.
• Managed all the file servers, Exchange server, SQL servers, development environments, web servers, workstations, print servers, printers and switches for 2,200 employees.
• Worked extensively with the software development staff on the 150+ custom projects they developed and maintained.

ACWorld was a startup Internet Service Provider (ISP) that eventually sold to a bigger ISP. I was hired as a Network Administrator but quickly became trusted with managing all of the I.T. for the company.

Network Administrator / Operations Manager

During my time at ACWorld I performed the following duties:

• Negotiated T1 contracts and installed the first routers, switches, servers and dial-up aggregators.
• Started and maintained the hosting side of the business.
• Created the first land-based wireless internet service in town delivering the first high speed internet service for residential customers.
• Negotiated tower contracts
• Became Breezecom wireless certified and physically installed every wireless access point on every tower we acquired or raised