Cindy Morton, Pmp Email and Phone Number

Consulting organization emphasis in functional / change project management and operational best practices. Work with organization management to design end to end controls to strengthen policies and procedures for transparency and accountability.o Wax Center Partners – Private Equity acquisition of multiple European Wax Center franchises. Initiate all accounting policies and procedures. Implemented software to provide controls for 25 locations Accounts Payable and Cardholders transactions. Migrated payroll system and onboarded 10 new locations in multiple states as well as monitored four newly developed locations. Completed externally reviewed year end statements with no findings.o Vital Garden Supply – Worked with recently acquired business to build accounting controls and structure for growth. Opened 4 startup sister entities to capture market silo – farm to wholesaler.o SEFNCO – project to see acquired entity stabilized until national organization was ready to take on accounting tasks. 77% reduction (from 13 to 3 days) processing time for customer invoicing by streamlining processes. Converted to 95% paperless processing and instituted controls for PO processing.o Countsy – Team Controller leading team of 13 highly skilled resources to support over 32 clients monthly with all aspects of accounting and reporting to meet individual client management requirements. 87% reduction in posting time with increased accuracy by championing change in AP processing. Established peer training process to enhance collaboration and increase skill sets of team members, resulting in additional production with maximum utilization and reduced costs. Implemented new customers on a variety of business software platforms and trained customer’s staff.o Placer-Nevada County Medical Society – strengthen accounting controls for non-profit organization. Designed new budgeting practices and accounting policies to align with non-profit best practices.

Construction company, building ADU’s on homeowner property. Branched out in 2022 to include Franchising and other services in the construction area. Total of 5 entities under this umbrella.o Piloted company through growth from $1 mil to $29 mil in annual revenue. o Researched selected and implemented technologies to develop infrastructure that allowed for aggressive growth. Technologies include; ADP, Bill Spend and Expense (Divvy), Bill.com, QuickBooks Online, VoIP system.o Identified required support roles and built out accounting and human resource departments. o Compiled and presented documentation resulting in award of $10 mil + in funding o Assisted with cash and fraud control with banking institution

Nonprofit organization with access to $30+ million in grants and federal subsidies and statewide mission to serve rural and medically underserved areas with broadband connectivity. Supervised remotely based staff of four with specialized skills to support all organizational administrative and accounting tasks. o Facilitated collaboration between 17 rival stakeholders to write and execute on $200,000 grant. Established communication processes to ensure each stakeholder’s organizational needs were uncovered and considered in the process. o 19%+ improvement in employee benefits gained at a net decrease of 15% in direct costs. Cultivated champion from board of directors to assist with the multiple proposal presentations. Researched the questions and objections raised and presented responses in subsequent board meetings. o Implemented by-laws of startup 501(c) 3 with policies and procedures to support administrative processes and daily work products.

Government contractor for outsource labor and technology services, $700 million annual revenue, 6,000 employees nationally. Managed a team of 27 to collect premiums on behalf of the government programs. o Integrated segregated business silo into larger project team to increase responsiveness to client. o Initiated and implemented national shared service model to provide smaller projects with expertise unavailable in the previous staffing model. Shared services model mitigated risk with third party audits responded to by skilled subject matter experts.o Reduced risk of liquidated damages through research into alternatives, presentation of recommendations and implementation of solution in advance of issues. Implemented solution had the additional benefit of reduction of costs $194k annually.