ROBERT B. MORGAN MBA, CPA

**** *** ****** *****, ***** Petersburg, FL 33707 Cell Phone: 727-***-**** Email: ac1p1q@r.postjobfree.com Linkedin: https://www.linkedin.com/in/bob-morgan-cfo-mba-cpa/ PERFORMANCE SUMMARY

Dynamic Financial Executive with proven performance in public, private, global companies, attracting, recruiting, and mentoring teams, building and managing the infrastructure that results in accelerated performance in technology-centered, consumer-focused industries. Demonstrated ability to identify, implement and affect organizational changes that streamline processes, establish controls, and drive revenue. A transformational leader with a continuous improvement mentality and the ability to engage employees at all levels by instituting cultures of excellence. Widely considered a key strategic player and regularly called upon by stakeholders to provide thought leadership in the creation, development, and implementation of mission-critical initiatives with enterprise-wide implications. Adept at identifying and capitalizing on synergies that accelerate business growth and yield shareholder value while meeting deadlines with 100% on-time SEC reporting and no restatements. ACHIEVEMENT CATEGORIES REPRESENTED BELOW

Financial Strategy Reporting & Analytics Revenue Optimization Profit Optimization

Financial Modeling Cash Flow Optimization Business Transformation Product Development

Employee Engagement Banking / Debt Restructuring Pricing Strategy Fundraising / IPO / Audit

Mergers & Acquisitions Regulatory Compliance Vendor Negotiations Legal Management PRIMARY CAREER EVENTS

BAYWALK MEDIA, LLC, SAINT PETERSBURG, FLORIDA 2005 – PRESENT A global digital media, consumer product goods/services, and SaaS firm with peak revenue of ~$35M with 600 employees at 3 offshore, 1 onshore center(s). Chief Financial Officer, Partner

Responsibility for leading financial operations, high risk credit card processing, quality control/assurance/fulfillment, compliance and internal technology. Scope of Responsibility & Achievement: Commissioned by the CEO to establish financial controls in support of self-funded business growth with minimal external investment to achieve 10% EBT in a market dominated by large, established competitors. Led analysis, developed financial models, and created the strategic partner financial, legal package. Within 60 days, despite regulatory, pricing and competition obstacles, sales were closing at a 20% closing ratio and despite the usual pricing, vendor, fraud, and risk issues, Baywalk ultimately grew from inception to averaging $25M of annual revenues, 120,000 annual customers, and delivering $7.5M equity with a cumulative customer database of 1.2M in less than 10 years without third party investment or external consultants. Achieved SOP and best practices. The following is another notable event:

Financial Strategy / Banking / Reporting / Profit Maximization: Commissioned by the CEO to find, maintain, and optimize credit card merchant processing for high risk accounts and maintain expenses to <4% gross sales, <10% reserves, <15% refunds, and <3% chargebacks. Led and managed QA/QC monitoring, analytics, reporting, fulfillment, refunds, root cause, deviation/negative variance, gap analysis, best practices, disputes, credit, and statistics. Within 90 days, achieved and maintained average annual processing credit capacity of $60M for 5 consecutive years. NATIONAL FOUNDATION FOR DEBT MANAGEMENT, INC. CLEARWATER, FLORIDA 2003 – 2005 A ~$25M credit counseling agency managing $150M in annual customer payments with 300 employees. Chief Financial Officer, Director

Responsible for managing 20 direct employees, HR and all financial strategy.

Business Transformation: Recruited by the CEO after critical components of the Company’s IT infrastructure (accounting/general ledger, lead management) did not support growth. Identified requirements, scheduled, built, and began execution of a strategy within 90 days. Researched and selected Microsoft Dynamics and an internal SQL/VB deployment, initiating projects within 120 days. Achieved 99.992% processing accuracy while increasing sales 3X and increasing profitability 10X the first 2 years. The Company became one of the top 10 in industry performance nationally.

Mergers & Acquisitions / Compliance / Profit Optimization / Working Capital: Challenged by the CEO to identify, negotiate, and acquire complimenting businesses. Recruited legal and financial resources, qualified, negotiated, and acquired 2 competitive organizations the first year. The following year, acquired 5 strategic partnership revenue streams at 60% under market value, and purchased a 39,000 SF commercial office building. These increased revenues 7%, net income 3X and reduced regulatory risk, which established a solid reputation.

Employee Engagement / Profit Optimization: Inherited inexperienced Companywide management teams with low morale and absenteeism. To stabilize and improve performance, developed training curriculum, recruited trainers, led roll-out, initiated an employee blog to showcase customer success stories, and worked with insurers to promote seasonal health and wellness. Morale was restored, absenteeism reduced 15%, turnover reduced 25%, and earnings improved 8%. Planning took 120 days, the following year, the Company became a finalist in the city’s Best Places to Work category.

ROBERT B. MORGAN, MBA, CPA • PAGE 2

800 TRAVEL SYSTEMS, INC., TAMPA, FLORIDA 1999 – 2002 A $20M organization with 500 employees at 2 centers providing ~$100M in annual reservations through internet and call center services to the leisure travel industry. Interim-Chief Executive Officer, Chief Operating Officer & Chairman (2001 – 2002) Full P&L and strategic responsibility for restructuring the Company. Chief Financial Officer, Director (1999 – 2002)

Responsible for managing 20 direct employees, HR and all financial strategy.

Stabilization / Growth & Acquisition / Capital Raising / Profit Optimization: Hired by CEO to stabilize and optimize profits of an organization with flat sales, minimal profitably, and in competition with better funded new rivals Expedia and Travelocity. Worked with the executive team to plan and execute daily operational reporting and modified sales incentives. The following benchmarks were achieved: o Productivity: Operational structures and daily operational reporting drove productivity 12%, reduced handling times 25% (from 8 to 6 minutes) and increased calls answered 25%.

o Sales Growth: Sales Incentives drove 15% sales growth and reduced attrition 33%. o Fundraising & Acquisitions: Raised $3.5M in working capital to fund new operations and led 2 acquisitions (with stock/debt).

These efforts improved sales performance $14M, 17% sales growth, leveraged existing overhead, increased EBITDA 25% and increased product offerings 5X, distribution channels 1.67X and were achieved prior to the 09/11/01 terrorist tragedy.

Crisis Management / Financial Restructuring / Survival / Turnaround: The 09/11/01 terrorist tragedy caused negative buyer behavior, industry consolidation, and within 6 months, airlines eliminated commissions. Worked with the Board to restructure with the hope of an exit. Consolidated brick and mortar, staff, and eliminated expenses. Increased international sales and upsell training. This increased service fees 33% while improving close rates 25%. These efforts drove EBITDA 5X ($5.4M) and within a year of 9/11/01, the Company was an attractive takeover target and was sold (section 363 bankruptcy) at a 50% premium, saving 300 jobs. ACE AUTO PARTS (DBA FOR THE PARTS SOURCE, INC.), CLEARWATER, FLORIDA 1992 - 1999 A $90M auto parts company with 600 employees, 50 locations, 400 delivery trucks in a mature consolidating industry dominated by larger competitors. Chief Financial Officer

Responsible for managing 30 direct employees, HR, IT and all financial strategy.

IPO / Fundraising: Commissioned by CEO to lead fundraising to grow the Company, improve the balance sheet, and provide potential for an exit event. Worked with stakeholders and SEC attorneys to co-author the S1 registration statement and within 90 days, completed audits for IPO ($10M). Closed $18M M&A line of credit and a $2M vendor PIPE. Completed 7 M&A events, increased sales $40M, 100%. Within 3 years the Company was sold to the 2nd largest competitor at a 14% premium, $30M to sellers.

Risk Mitigation / Revenue Optimization: Insurance cost increases escalated threatening potential Nasdaq delisting or worse. The first 90 days, worked with insurance Company risk control managers to develop a custom safety and loss control program and led roll-out over 120 days. Eliminated high-risk employee acquisition, established testing, incentives, drug free workplace, and innovative insurance design. These efforts reduced insurance costs 35%, saving $3M annually and increased net income 50%. The strategy was adopted post acquisition.

Budgeting / Forecasting / Compensation / Benefits: Tasked by the CEO to turnaround underperforming operations, causing morale issues. Recruited a 2nd assistant controller, established quarterly onsite visits, instituted incentives, training, P&L dashboard, and redesigned budgeting. Within 120 days, sales spiked 10% on average during the 30 days preceding executive team field visits, maintaining same store sales +~5-10%, and earnings +~5-20%, which improved morale. Days to close were reduced 50%, and budget preparation time was reduced 33% while increasing accuracy 25%. Purchaser/acquirer adopted many aspects of the open book, incentive plans, budgeting, and field visit programs.

EDUCATION

UNIVERSITY OF SOUTH FLORIDA TAMPA, FLORIDA

MBA\Marketing

UNIVERSITY OF FLORIDA GAINESVILLE, FLORIDA

BS Accounting

PROFESSIONAL LICENSE

Certified Public Accountant, State of Georgia

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