Brenda Morris Email and Phone Number

A public western lifestyle retailer with over 230 stores and growing over half a billion in sales.•Recruited to the Board of Directors by Freeman Spogli Partners to assist company in their IPO completion and Audit Committee oversight.•IPO completed October 2014, $80M raised, pricing at the high end of the range of $14-$16 a share at $16 a share.•Providing leadership, vision, discipline and guidance in moving Boot Barn from a private company to public company environment.

Xponential Fitness is a curator of leading brands across every vertical in the boutique fitness industry including Pilates, barre, cycling, rowing, dance, yoga, running, boxing, and stretching

World-renowned brands shipped directly to you by iHerb founded in 1996 and shipping from distribution centers in the United States and Asia, iHerb offers the reputable national brands for the health and wellness consumer.

Design, Create & Live Your Best Life:It's time to build a plan for your best life, transforming yourself and your life to your happiest, fulfilled in all aspects of your life. Brenda is amazing to work with and provides Business Advisory Services, Executive Coaching Sessions and is a sought after speaker.

Pioneering the recovery and bottling of "naturally pure tree-drawn water" creating new value added farm based products from a truly sustainable and eco-friendly source.

A CSuite Consulting and Interim CEO/CFO, Projects have included:Strategic Advisor: DIME BeautyStrategic Advisor: SenreveInterim CFO: Little Sleepies, LLC.Interim CEO/CFO: Draco DistributionInterim CFO: MAMBIInterim CFO: Apex Parks Group.

•Skydive, Snohomish, WA, April 2006•Danskin Sprint Triathlon Finisher, Seattle, WA, August 2006•Mt. Rainier Climb, Achieved Summit, Mt. Rainier, WA, July 2006•Mt. Kilimanjaro Climb, Achieved Summit, Tanzania, September 2007•Berryessa Sprint Finisher, Napa, CA, May 2008•Royal Victoria B.C. Half-Marathon Finisher, Victoria, BC, October 2008•Rock n Roll Seattle Half-Marathon Finisher, Seattle, WA, June 2009•Seattle Escape from the Rock Sprint Triathlon Finisher, Seattle, WA, August 2009•Labor of Love Sprint Triathlon Finisher, Bonney Lake, WA September 2009•Tacoma City Half-Marathon Finisher, Tacoma, WA May 2011•Desert International Triathlon Finisher, Indio, CA, March 2015•Sunrise Park Turkey Trot 5K, Auburn, WA November 2017•Sunrise Park Turkey Trot 5K, Auburn, WA November 2019•Mt. Rainier Climb, Achieved Disapointment Cleaver, Mt. Rainier, WA, July 2000•Mt. Rainier Climb, Achieved Summit, Mt. Rainier, WA, August 2001

A privately held Medical Spa company and national leader in non-invasive aesthetic and cosmetic treatments. Ideal Image has approximately 150 locations in 32 states

As the founders of the very first nutrition supplement brand, Kal and Solaray, we’ve paved the way for a way of life. Since the very beginning, we’ve understood the importance of establishing our roots in an area of the country that embraces whole-body health—Utah. Our determination to control every aspect of production has inspired a unique process that ensures the utmost quality and value.While our collection of brands has grown since 1932, what hasn’t changed is our commitment to you and your health. Every generation can find the products they need to live a life in exceptional health right here at Better Being.

A rapidly growing lifestyle brand for the modern self-reliant American with over 40 retail stores and a robust e-commerce business with annual sales of greater than half a billion.•Recruited to the Board of Directors to assist company in their IPO completion.•IPO completed November 2015, $80M raised, pricing at $12 a share.•Providing leadership, vision, discipline and guidance in moving Duluth Trading Company from a private company to public company environment.

Chipotle Aluminaries Project 2019: Brenda's role as a mentor at this cutting edge accelerator was to bring out the best in her mentees so they can create the impact they’ve set out to create (and even more). This involved helping them to see themselves accurately, to believe in themselves, to solve real problems in their business creatively, and to think bigger.

A privately held mall based multi-channel women’s retailer with 450 locations for Torrid and 23 Lovesick locations. Provided support for the 700 Hot Topic stores as well during assignment.•Joined the team of Hot Topic Inc., former owner of the Torrid brand, with the main responsibility of spinning out the Torrid business. Completed a successful carve out including two years (2014-2015) of audited financials and quarter reviews.•Authored and established transition service agreements for Torrid for the continuing services of Hot Topic in many functional areas.•Updated the infrastructure for growth, including executing several key system upgrades including Blackline Systems, Workfront Marketing Management, Ultimate Software for payroll and HCM, License HQ for state tax and business license management and upgrades to the accounting systems.•Completed intensive business process and systems reviews implementing value adding processes and systems, with a focus on the strategic initiatives to take Torrid to the next phase of growth as a stand-alone entity. Generated savings of millions through systems and process updates.•Responsibilities include the financial management, legal and risk management, purchasing, FP & A and tax team management on an interim basis for Torrid and Hot Topic teams. •Business partner to the CFO, key in recruiting for new Torrid staff to augment Hot Topic employee transfers. Recruited new VP Controller, Director of FP & A, Tax Manager, Purchasing Manager, Risk Specialist and several key front line team members.

•A privately held international tactical gear and apparel company with +$250 million in sales. •Recruited by former Board Member of Zumiez to join the team of 5.11 to help establish and guide the initiatives of the organization providing financial and operational support and optimization.•Focused on updating the infrastructure for growth and completing intensive business process and systems reviews and implementing value adding processes and systems, with a focus on the strategic initiatives.•Managed several waiver processes with lead bank agent. Completed two financing deals, an $120M syndicated transaction and a $20M follow-on financing to meet the needs of the growing business and moving lendors for improved financing economics.•Developed the Financial and IT Strategic Roadmap.•Implemented a Corporate Performance Management cloud based tool to manage financial reporting, planning and forecasting, initiative and KPI management. •Developed an Information Technology Steering Committee, Charter, Guidelines and project approval and implementation process.•Recruited several key positions to support the initiatives of the right people in the right roles for the infrastructure and back office, including VP Global IT, Business Process Innovator and Internal Audit.•Completed a robust forecasting initiative, enabling dynamic forecasts and multi-year scenarios in order to manage performance and cash needs as well as investor and bank relationships. •Completed the implementation of CapMX, a SaaS based stock and capital management system to allow for the calculation of stock compensation expense and the management of grants, options and stock owned by shareholders as well as valuation documentation.•Achieved three years of financial cleanup, quarter reviews preparation work, systems optimization and implementation, and process work that needed done for an IPO or future investor monetization. •Brenda looks forward to continued success for 5.11 and the team!

•A privately held mall based multi-channel young women’s retailer with $200+ million in sales.•Joined the team of Love Culture with the main responsibility of updating the infrastructure for growth and completing intensive business process and systems reviews and implementing value adding processes and systems.•Completed a comprehensive Strategic Plan to help establish and guide the initiatives of the organization and provide CEO and Executive Team with a road map in the key areas of the organization.•Responsibilities include the financial management, human resource management, legal and risk management and strategic direction of Love Culture. •Facilitated opening 26 stores in FY12 and 25 in FY11 to a store count of 85 stores in 26 states.•Completed the MIS Strategic Roadmap, which has been a tool to guide the IT team and the work that needed to be done to support scalability and growth.•Recruited several key positions to support the initiatives of the right people in the right roles.•Completed a robust forecasting initiative, enabling running forecasts for month, year and multi-year scenarios in order to manage cash needs and investor and bank relationships.•Facilitated the banking relationships, improving treasury functions and delivered comprehensive bank presentations in order to secure a new deal ($18M revolver) to manage our growth during a tough financial year.•Developed a store lease matrix to establish benchmarks to evaluate performance of existing stores and set expectations for future leases.•Completed the retroactive fieldwork to close the open KPMG audits for FY 2008, 2009 and 2010. This included the restatement of internal financials to correct for GAAP related issues.•Completed the implementation of CapMX, a SaaS based stock and capital management system.•Completed the Love Culture Vendor Service Guidelines Manual.•Established a Tenant Allowance (TA) management and Construction payments management process.

Brenda taught Accounting for Decision Making, a Graduate Level Course that is an examination of financial and managerial accounting topics. Including financial reporting, budgeting, and cost behavior. The focus is on using accounting to support ethical business decision-making. The PLU School of Business provides a supportive learning experience that challenges each student to: 1) acquire relevant business skills; 2) apply them to create sustainable value; and 3) prepare for a purposeful life of achievement, inquiry, integrity, leadership and service. We are especially committed to scholarship, innovation, and a global perspective.

•A privately held seafood processing and distributor with +$500 million in sales.•Directed all finance and operations, including Logistics, Customer Service, Accounting, Finance, Treasury, Credit, Information Technology and Financial Planning & Analysis. My primary focus was to move Icicle to the next phase of readiness for growth and M & A.•Managed financial and operational aspects of Icicle Japan, Icicle Australia and Chilean Joint Venture and coordinated International Sales Support needs including customer service, logistics and financial support.•Corporate organizational restructure executed, resulting in enhanced financial reporting, accounting, customer service, traffic and sales support experiences. •IT systems evaluated, results were an implementation of a SAAS Corporate Performance system, financial reporting, budgeting, forecasting and scorecard functionality. Implemented CapMX, a capital management solution. Implemented Treasura, a treasury management system that integrated to the existing legacy system. Improvements were delivered on legacy system reporting and data integrity as a result of review.•Developed an Information Technology Steering Committee, Charter, Guidelines and project approval and implementation process.•Managed the selection process for new Aquaculture enterprise management system.•Intensive business process review completed, improvement and monitors in all functional areas resulted in improved operations and efficiency. •Developed the Enterprise Risk Management process, working with board of directors and management, to ensure a system was identified and mitigated key organizational, operational and financial risks. •Completed the sale of one of our plants and the outsourcing of another. The deal execution of both were strong and allowed Icicle to complete seamless and successful transitions in the sale and outsourcing project, delivering millions in savings and significant reductions in working capital.

•A privately held multi-channel retailer of floor coverings and related accessories with $60 million in sales.•Directed all finance and operations functions for stores, service and operations and e-commerce call center, including Logistics, Call Center, Accounting and Finance, Treasury, Credit, Human Resources, Management Information Systems, Real Estate Development and Facilities. •Formulation, development, implementation, and execution of strategic plan, operational policies and business goals and objectives. •Successfully raised capital to fund cash needs in a tough economic environment in September 2007 and again in September 2008 in a sector seriously impacted by the housing markets.•Renegotiated new bank credit facility and term debt in May 2008.•Recruited key team members including CMO, GMM, Controller, VP HR and VP Customer Experience and call center operations.•Joined as CFO in April 2007 and promoted to COO in November 2007 to take on all non-sales operational business functions. •Managed all board and investor interactions and presentations. •With the downturn in the economy the company did not have adequate capitalization to support an ongoing business. Our Private equity partner exited and we liquidated the assets and closed the business. Served as the liquidation trustee and sold all IP and assets.

•A publicly traded mall based multi-channel action sport teen retailer with $500 million in sales.•Joined the team of Zumiez with 99 stores, with the main responsibility of updating the infrastructure for growth and Initial Public offering. •Completed an Initial Public Offering (one of the top 10 most successful IPO’s of 2005), two secondary offerings (2005/2006), a Distribution and Home Office relocation, and an acquisition of one twenty store chain (2006). •Responsibilities include the financial and operational management and strategic direction of Zumiez, a specialty teen retailer with currently 340 stores in the United States. •Responsible for several system implementations in Accounting, HR, Product management and Distribution and Logistics. •Upgraded the management team of Zumiez in order to ensure we had the right team for growth and transaction management, recruiting the GMM, Controller, VP of HR, DC Manager and assisted in building out their team to manage growth. Ran the process to recruit for my replacement with great success in the final candidate.•Set up all the investor relations, analyst relations, SEC reporting and compliance reporting requirements. •Champion of the company culture, an important ingredient at Zumiez, and strengthened the relationships between departments through strong team building and strategic planning initiatives. •Facilitated the banking relationships, converted all treasury functions during my tenure to more efficient systems and set up investment portfolio management post-IPO. •Was an integral part of the Real Estate team determining ROI on locations to move the company forward and grow the store base while maintaining excellent rent economics. •Completed the Sarbanes-Oxley compliance with a record low number of control issues using the process to create efficiencies. •Partnering with the board and critical relationships to drive growth for Zumiez, including Wall Street, investment bankers and analysts.

•A publicly traded wholesaler and retailer of action and outdoor sports equipment with $450+ million in sales.•Directed all Administrative departments including Accounting and Finance, Credit, Human Resources, Management Information Systems (MIS), and Facilities, reporting to the CEO of K2 Inc. •Joined K2 as Director of Finance in 1999 and was promoted in 2000 to CFO/VP. •K2 provided significant challenges as we restructured our company and moved all production off shore over 12 months. This reorganization required focused decision-making and teamwork. In this role I work closely with all other members of the Executive Team, determining the long-term vision and strategies of K2. •Completed the Ride Snowboards, Morrow Snowboards and Rawlings acquisitions and performed diligence on many other potential bolt on companies.•Developed KPI’s to drive business performance as we transitioned from a manufacturing company to sourcing and wholesale organization. •Developed management and board reporting.•Reduced staff by 25% to align organization to new structure and reduce costs accordingly, driving strong improved bottom line results combined with improved margins from outsourcing initiatives.•Successfully close a syndicated $75 million credit facility with GE providing new capital structure for the business.•Managed the International Financial and IT Operations of the business in Japan, Germany, Canada, Australia, Norway and several JV’s.

•A privately held apparel wholesaler and licensor of labels such as UnionBay Sportswear, Sergio Valente, and Reunion Menswear with $350+ million in sales.•Directed a 30 person staff of finance and accounting professionals. Provided operational and financial services, risk management and financial reporting for multiple reporting entities.•Co-led the implementation of an ERP system to improve customer service, production, logistics and margin management of the organization, including an accounting system and financial reporting package with dashboard and executive management tools.•Led or participated in several team initiatives that drove performance efficiencies, including: Risk Management/Security Team, Enterprise Wide Solution Team, Inventory Project Team, Cost Management Team, Year 2000 Compliance Team and Financial Systems Team.•Successfully implemented controls and processes necessary to eliminate material weaknesses and reduced monthly close cycle to 3 days from in excess of 10 days. •Recommended alternative solutions to ownership and directors to improve efficiency of operations including efficiencies in logistics management, customs clearance, risk management and chargeback management. •Developed program to work with customers and rate our performance in order to reduce chargeback activity. Reduced chargeback’s by 25% during tenure.•Developed and implemented an internal control review board, responsible for quarterly reviews and follow up to ensure compliance•Overseeing daily cash and debt management to ensure that long and short-term cash requirements were met. Closed upgraded credit facility to allow for better cyclical management of cash.•Negotiated updated factoring relationships in order to maximize product margins and increase AR turns. •Successful completion of an extensive US Customs audit. •Reviewing, and negotiating licensing arrangements for several trademarks and product licenses.

•A privately held manufacturer and service center for diesel engines and transmissions for heavy equipment with $25 million in sales.•Directed the overall accounting activities of the company, supervising the accounting personnel and clerical staff. •Negotiated significant increase in bank credit facility.•Reorganized the company in order to streamline processes and create cost efficiencies. Reduced overall costs by 15%.•Prepared the monthly financial statements and perform analysis on financial data, preparing budgets and forecasting. •Prepared schedules for the auditors and coordinated the annual audit. •Developed and implemented company policies and procedures, reviewing compliance and reporting findings. •Managed Management Information Systems and Human Resource activities.

•A public manufacturer and service provider of underground water jet cutting systems primarily used for utility infrastructures with $200 million in sales.•Joined when FlowMole was a startup R&D Company pre-revenue transitioning to an operating sales business.•Key team member in the completion of our IPO in 1988. Completed after three quarters of holds due to the market crash in October 1987. •Key team member in secondary offering in September 1989.•Primarily responsible for maintaining the general ledger and preparation of financial statements and SEC Reporting for the three divisions and the parent corporation. •Accountable for fixed assets ledgers and fixed asset reporting.•Managed the international accounting functions including foreign currency translation and consolidation and was the liaison for all international offices for operations and finance.•Supervised Senior Accounting Clerk and temporary staff.

•Senior Accountant duties through Financial Reporting.

•Full charge bookkeeping and accounting duties.