The Reynolds and Reynolds Company & affiliated companies
Chairman/CEO (2006-present) ($1.2 billion sales with 5000 employees)
Reynolds and Reynolds was a Fortune 500 public corporation that was acquired in 2006 by Universal Computer Systems Holding, Inc. in a $2.8 billion leveraged take-private transaction
Universal Computer Systems group of companies Chairman/CEO (founder)
(1970 - present)
#1 Salesman in United States in 1969 for IBM Service Bureau division
IBM Golden Circle 1969 - top 1 Percent of all IBM salesmen - worldwide
IBM Corporation 1966-1969 salesman, Marketing Manager 1969-1970
Ford Motor Company 1964-1965 marketing trainee
Centre College, Danville, KY
Board of Trustees - Chairman
Centre College, Danville, KY
Board of Trustees - Life Trustee
(2015 to present)
Rice University, Houston, TX
Baylor College of Medicine
Board of Trustees
(2006 to present)
Jones Graduate School of Business,
Council of Overseers
M.D. Anderson Cancer Center,
Board of Visitors
University of Florida - BSBA 1963
(summa cum laude)
Alpha Kappa Psi Award
(#1 GPA in College of Business)
Beta Gamma Sigma Scholarship Award
Beta Gamma Sigma - Vice President
Phi Kappa Phi
Senior Prize in Marketing
Florida Blue Key
University of Florida leadership honorary
USMCR – 1959-1965
Mr. Brockman graduated summa cum laude with a bachelor's degree in Business Administration from the University of Florida in Gainesville. He graduated with the highest GPA in the College of Business and was designated a University Fellow with a full fellowship to graduate school. During his collegiate years, he enlisted in the United States Marine Corps and finished his tour of duty as a Marine Corps reservist.
After studying in the College of Business at the University of Florida, Mr. Brockman accepted a position at Ford Motor Company as a marketing trainee. While at Ford, he was assigned to an area of the company that made extensive use of punched card data processing.
After two years with Ford, Mr. Brockman accepted an opportunity with the IBM Service Bureau selling automotive parts inventory and accounting data processing services.
At IBM, he distinguished himself quickly during his five-year tenure. In 1969, his third year as a sales representative, he achieved the number one ranking in sales for the IBM Service Bureau division. That year, he also was named to IBM's highest sales achievement group, the IBM Golden Circle, which signified the top one percent of all IBM sales associates worldwide.
Here's how he described his years at IBM.
"I was fortunate enough to land a job as a sales trainee at IBM with the IBM Service
Bureau. Those were the days when computers were really expensive. IBM had a huge
percentage of the computer market and it was virtually impossible for a business to own its
own computers, except for a fairly large company.
"So the Service Bureau was the way things worked. People would bring in their work, literally in baskets or boxes. We'd key punch it, process it, and then send the reports back out. It was one of the early examples of automating processes in a business.
"That division of IBM sold payroll services, accounting, and oil royalty interest accounting. But they also had a parts inventory package and an accounting package for car dealers. And that's where I was assigned, I think mostly because I was a car guy from way back, and I knew the names of all the parts in a parts department.
"So early on, I became a parts inventory specialist. In 1966, I sold my first parts inventory package to a small dealership called Mearn's Chevrolet in Liberty, Texas."
In 1970, Mr. Brockman left IBM to found the original Universal Computer Services, Inc. (UCS) as a service bureau to provide data processing services to automotive dealerships. His first office was his living room in his Houston home, where he taught himself computer programming.
While with IBM, Mr. Brockman developed a clear understanding of the business need parts managers had for a more effective way to track parts inventory. That understanding led to the first product he developed and sold to local dealerships. Mr. Brockman's product tracked automotive retail parts inventory and generated weekly reports of the dealership's parts inventory.
Mr. Brockman, again, in his own words: "I taught myself how to program. I wrote the first parts inventory package in the evenings, and then went out and sold it. I actually sold in the daytime, programmed at night, and processed on the weekend. I rented computer time from a company called Armco Steel in Houston and used part-time key punch operators to get the work done. Our company was successful right from the get go. And after a few years, we were actually able to afford our own computer."
The service bureau approach to providing data processing to dealerships provided by the original UCS company eventually waned. Later, UCS companies provided turn-key, in-dealership computer systems and software.
As a self-taught programmer, Mr. Brockman completed the initial design and was involved in the programming of a number of core dealership management applications:
In the 1980s, 1990s, and in the early 2000s, UCS steadily had grown into a well-known computer systems and software provider for automotive dealerships and had earned an industry-wide reputation for top-notch software products, particularly the POWER dealership management system. The company held the number three spot in the industry, behind two much larger Dealership Services Providers, ADP Dealer Services and Reynolds and Reynolds.
In August 2006, Universal Computer Systems acquired Reynolds and Reynolds and merged the operations of the two companies under the Reynolds and Reynolds brand.
Finbarr J. O'Neill, who was CEO of Reynolds at the time, addressed employees once the transaction closed and introduced the new Reynolds Chairman, Mr. Brockman, in this way:
"Bob has a passion for the products that help dealers sell more cars, take care of more customers, and manage a more profitable business. Over the past 36 years, he has built a business from the ground up that is recognized for great product, that is extraordinarily efficient, and that is very profitable. That, alone, is a legacy worthy of respect. Now, with the combination of our two companies, that legacy has begun anew. We have clear, complementary strengths: UCS on product development and innovation; Reynolds on its brand reputation, and its reputation for service and support."