Dannitte Mays - President/CEO

Dannitte H. Mays,IV

Phone: 850-***-**** *******@***.***

Objective

Effective executive and consultant who thrives on tackling difficult situations and making high risk decisions with a keen eye on the bottom line. Boost EBITDA, free cash flow and ROI during start-up, growth or Turnaround strategies. Position companies for long-term growth and harvesting of enterprise value. Valued advisor and respected consultant to corporate executives, BOD and investors. A leader who recognizes the critical relationships between the organization's mission, its metrics, business processes and its employees.

Employment History

Interim CEO

SKC, LLC

January, 2007 January, 2010 (3 years)

•Summary: SKC is a real estate development and operating company with holdings throughout the Southeastern United States

•(1,200 employees)

•(Apartments, Hotels/Motels, Office Buildings)

•Engaged by the Chairman to restore the financial viability of the diversified portfolio

•Resolved liquidity issues and refocused under-performing divisions

•Partnered with client's management team to develop and drive initiatives which increased performance throughout the entire portfolio

•Increased Portfolio's valuation over a 36 months period

•Divested the company for a premium over valuation.

President & CEO

Strategic Holding Group, LLC

January, 1999 August, 2017 (18 years 7 months)

•Strategic Holding Group, LLC Summary: Strategic Holding group is a private firm engaged in the business of providing consultation and advisory services to Corporate clients

•SHG offers a supportive role in the direction of the business of the client companies

•This has been accomplished by assisting in the development of corporate plans, marketing strategies, operational strategies and financial advice

•Our relationship begins with the assessment of the organization's operating and financial conditions

•We view organizational refocusing/reengineering options as well as possible M&A opportunities

•SHG's executives have historically served financially troubled companies usually in an Interim Executive capacity

•SHG's management works closely with ownership, (BOD's) and senior management to redevelop organizational structure,policies, procedures and systems directed at attaining overall company accountability.

Interim President

Fritz Arbor Industries, Inc.

January, 1998 January, 2000 (2 years)

•Summary: FAI was the largest Privately owned integrated landscape and tree company in Northwest Florida

•The firm had six operating divisions employing 300 local individuals throughout the Region

•Restored/normalized the firms respected earnings streams

•Redeveloped organizational structure, policies and systems directed at attaining accountability

•Developed close working relationship with Regional IRS director; developed a structured tax settlement/repayment plan

•Restructured Debt with banks, turned around operations, resolved liquidity issues and refocused organization

•Improved operating income, cash flow and profitability.

Abbott Resorts, Realty and Management Group - Area Manager & Executive Consultant

Realty & Management Group

October, 1996 December, 1998 (2 years 2 months)

•Summary: Abbott, Inc. was a real estate development, management and realty group

•The firm managed, sold, rented and developed the largest Gulf Front, closely held R.E

•portfolio in Florida through 1998

•The Company's Real Estate sales exceeded $275mm in 1998

•Recruited by the managing Director to serve the Board of Directors as their senior change agent with the focus on a large portfolio of under and non-performing properties

•Worked closely with corporate Controller to identify organizational waste, theft, inefficiencies and underperforming assets

•After three months identified where/how the management side of the company had been under reporting financial losses for the previous four years

•Responsible for the development and implementation of an industry metrics and benchmarking system to provide enhanced planning and control tools for the corporate General Managers

•Owned and role modeled the company's mission values and behaviors to develop and transfer the company's culture

•Worked closely with property GMs and Rental Managers to ensure their positive values were a part of everyday life at Abbott Resorts

•Provided Managing Director expected reports, accountability and updates in a timely manner

•Held all asset teams and staff accountable for property performance

•Represented Abbott Group as a Director on Tourist Development Council

•Successfully directed the turnaround of multiple underperforming divisions

•The respective divisions returned to profitability within 18 months

•Instructed by the Managing Director to begin merger and acquisition negotiations with two NYSE hospitality management groups.

Chief Administrative Officer

Madden Hotel Management & Development Group, Inc.

September, 1994 September, 1996 (2 years)

•Summary: MHMG was a multi-state Hotel Management and development holding company (2,000+ employees)

•Recruited by the (BOD) to halt a four-year decline in Gross Revenues and earnings

•The family owned and managed company was approaching Bankruptcy

•The Firm was in violations of Financial Covenants and operating at the forbearance of the company's lenders

•The MHMG group were also in violations of multiple Corporate Hotel franchise agreements

•Recruited by the Chairman of the Board to Develop and Implement an organizational turnaround strategy for the troubled National Hotel portfolio

•Divested underperforming operational assets, resolved Cash flow issues, refocused underperforming organizations within the portfolio, improved Top line growth, improved EBITDA, and brought the revamped company back to a profitable going concern

•Averted bankruptcy action for firm's ownership/stakeholders

•Developed vendor management action plan after reviewing all vendor cases

•Successfully negotiated structured tax settlement working with the Florida Department of Revenue and the Internal Revenue Service resulting in a gross reduction of penalties and interest of $1,000,000

•Met with representatives of multiple states, cities, counties and electrical utility firms to successfully negotiate repayment plans

•Quickly developed and maintained an understanding of all external/internal factors creating a negative perception associated with the current hotel portfolio

•Outsourced all hotel food and beverage operations to an F & B management group

•Engaged a New York based boutique investment banking firm to advise/assist with the development of a recapitalization plan

•Developed a plan to divest nonperforming/underperforming hotel properties

•Engaged an International Hotel Brokerage group based out of Atlanta; began receiving offers from several groups to acquire a profitable hotel portfolio

•Divested the re-vamped portfolio to a Saudi Arabian real estate investment group. .

Assistant Vice President & Asset Manager

John H. Phipps, Inc.

September, 1985 September, 1994 (9 years)

•Summary: A multi-state, Family owned holding company with operating assets in hotels, apartments, dormitories, banking, TV broadcasting, wireless communication, horse farms, hunting lodges and large agricultural land holdings

•Represented the family office with all the respective operating Division's and their GM's

•Responsible for the real estate-asset management portfolio

•Worked directly with Chairman, President, CFO and all property GMs

•To insure corporate operating and financial continuity throughout the Family's diversified operating portfolio

•Worked with property GMs to maintain a thorough understanding of all the internal/external factors which would affect their operational and capital expenditures Budgets

•Improved the Portfolio's Gross margins, operating earnings and profitability by working closely with the GM's and their controllers to develop/implement Industry Metric and benchmarking

•Served on senior management team to develop and direct a progressive Human Resource department

•Developed a formal Risk management/Insurance program and a Governmental Relations program on the local, State and Federal levels.

Director of Special Projects

John H. Phipps, Inc.

September, 1982 September, 1985 (3 years)

•Summary

•Responsible for ensuring all capital projects were on time and within budget

•Developed/selected design team - A & E and general contractors

•Co-developed corporate risk management program

•Developed, implemented corporate-wide capital project budgeting and management control system

•Co - Managed the acquisition and redevelopment of hotels, apartment complexes and a 400- room student dormitory.

Education

Florida State University

Master of Business Administration,

Degree date: 1994

Florida State University

Master of Public Administration,

Degree date: 1984

Florida State University

Bachelor of Science,

Degree date: 1982

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