Objective: Obtain a position as –a Professional Recruiter: Utilizing the skills honed while owning an executive recruiting firm called Brandywine Management Group, LLC

Education:

AA - in Math/Science, Valley Forge Military College, Wayne, PA 1957-59

BA- Political Science Pennsylvania Military College, Chester PA 1962

MBA- Lack Thesis for completion -University of PA & Wharton School.

US Army: Held Temporary rank of Captain while on active duty – Chief of Security, Aberdeen Proving Grounds, Aberdeen, MD 1963-66 held Top Secret restricted data clearance. Responsible for all post related security including management of the MP Company.

CAREER SUMMARY:

Scott Paper Co. (Now Kimberly Clark) (1966-1974) Front St., Chester, PA 19013 - Production Manager

Recruited out of college for their “new executive” manager program.

Armstrong World Industries- (1974-1979) 508 New Holland, Lancaster, PA 17604 Operations Manager

Part of a 4-man team hired to solidify a unique divestiture. Armstrong sold 7 plants - sales of $200MM to Kerr Glass Mfg. with sales of $30MM. Developed and implemented a staff /operation model covering all phases successfully.

Kiwi Polish Company (1980-1982) 2 High St., Pottstown, PA 19464 Asst VP/GM

Hired by Australian parent to reengineer all internal processes. Changed the structure of sales & marketing, R&D, packaging and redesigned production lines.

Accra Pac Inc. (1983) Superior St. Elkhart, IN 46515 - Sr. Vice President While working for Kiwi I was asked to move to Elkhart to rebuild an aerosol packaging plant which was leveled in an explosion. Completed the rebuild in one year – installed mili-amp circuity throughout to eliminate another explosion. Placed all their business with competitors – doubled their sales by adding 3M and Kroger company’s aerosol packaging needs.

Fredrick Climate Master Corp (1983-1989) (Now LSB Industries) Beechgrove PL, Utica, NY 13501 VP/GM Responsible for 5 plants and 4500 employees. At take over the loss was $12MM on $250MM in sales. Two years later the company made $17MM on $330MM in sales.

Heat Extractor Corporation (1990-1993) - New St., St Johnsville, NY 13452 Sr VP Operations

Start-up company-from the inventor’s sheet of paper we began, - to raise money, develop a proto-type, met and exceeded all government and State & Federal mandated guidelines for high efficiency heating equipment. First year, sales exceeded $10MM with a small profit.

Hamilton Digital Controls (1994-1995) Beechgrove Pl., Utica, NY 13501 VP Operations

Company was a spin-off from UNIVAC making computer read/write heads The US market was drying up and the company had no contingency plan. Restructured to reach break-even. Obtained a 10-yr. contract for $10MM/yr. with IBM using existing equipment making the company profitable.

Brandywine Management Group, Inc. (1995 to 2016) Bluewater Court, Berlin, MD – Owner/Pres

BMG was originally formed to respond to the need for proactive recruiting. The company evolved into a Consulting and Recruiting company almost immediately. The most significant requirement surrounding

turnaround projects was the need for professional talent (commonly know as “High Performers”). Found either internally or externally. Our strongest years -we completed 200+ searches annually.

The ability to accomplish effective research coupled with Morse’s turnaround & recruiting skills lead BMG to new opportunities in the Healthcare consulting business. We effectively combined turnaround and restructuring skills, with the ability to solve problems, recruit quality personnel to substantially reduce operating costs for Hospitals and Nursing Homes and physician practices.

EXAMPLE:

BMG was hired to turnaround a (296 bed) hospital, BMG taught healthcare personnel to operate the facility as a business and not worry so much about the net effect of cost reimbursement. When good business practice is followed, profits find their way to the bottom line. The end-product was a savings to the facility of over $20,000,000 and a significant increase in quality of Patient care

BMG has been involved with several other facilities (approx. 16), primarily in the South on a wide range of projects. This short summary will attest to the breadth of our skills.

Developed a plan to combine two facilities (one 100 bed hospital and one 225 bed hospital) into one entity. The project was so successful a large conglomerate purchased the project and implemented our plan.

Performed analytical reviews on hospitals and nursing homes regarding their operations. Developed plans designed to promote profitability to attract banks or investment entities.

Raised money for large healthcare acquisition projects

Installed consultants in hospitals to perform specific tasks - operation management, billing and fiscal control, clinical review, quality review analysis and training.

Provided Hospitals and practices with methodology to reduce the under-billing found in almost every healthcare facility. Developed new parameters for billers to insure maximum return without incurring audits.

Function as a facilitator in the acquisition of 6 hospitals for other hospitals and in some cases accomplished the turnaround for the acquired facility.

The first consulting company to develop an effective model for the acquisition of Critical Access Hospitals (CAH) by larger hospital systems to derive enormous profits through a little know practice of “Cost Shifting” of Medicare expense.

Owned the operating rights to a rural hospital and nursing home which was bankrupt and closed for 2 years. Spent one year renovating the facility. Became Profitable in less than three years. Was the largest employer in the county – saw 15000 patients each year in a county where the population was less than 10,000 people and the average income was $17,000.00! The hospital and NH combined produced net profits of approximately $2MM per year in an area dominated by Medicare/Medicaid insurance payments.

Other Current Duties and Boards:

Currently, Vice President of the Point HOA in Berlin, MD

Methodist Church Council Chairman, Community Church at Ocean Pines

Board Member of the Worcester County Board of Health

Board Member of the Maryland Tri-County Board of Health

Publications

Compensations Plans *Practical way for establishing Credible pay structures

Practical Operational Efficiency Measurement model and “Best Practices” correction process

Personal: Married for 53 years to my lovely wife and have three grown children and 7 grandchildren.

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