Greg Morris Email & Phone Number

• Deliver leadership consulting services to C-level and Boards of Directors of Hospitality and Food & Beverage Companies that include targeted branding, rebranding and brand relevance strategies, customer analytics.
• Clients range from small businesses to large multi-site business operations with up to $500M in combined revenue.
• Provide businesses ownership with situational analysis to effectively support operations and business continuity, improve capital and budget planning, refine sales and marketing and public relations strategies, improve.
• Customize applications and use of critical customer analytics software.
• Develop RUNWAY™ action and project management plans to increase revenue and manage costs effectively.
• Create business-specific timetables, checklists, performance improvement plans and business growth model for new restaurants.

• Promoted to CEO within six months with full strategic planning, P&L, and operating leadership of a worldwide ATM parts and equipment supplier. Achieved turn around and led company from insolvency to thriving by.
• Transformed an underperforming ATM parts orders fulfillment process by establishing staff training and production accountability, quality control and timeline to complete orders which resulted in zero defects and.
• Increased revenues 400% and reversed losses into EBITDA margin of 20%.
• Increased casino ATM business 50% by developing, motivating and training sales staff.
• Secured the industry’s largest customer ($5B in annual sales) by using a solutions-based approach.
• Worked closely and strategically with equity owners to locate a suitable buyer; successfully negotiated the sale of the company.

• Developed and implemented financial and operational reengineering strategy and tactics that led an insolvent construction and development company to profitability during a financial crisis. Increased revenues over 50%.
• Averted further business decline and revenue loss by establishing formalized bidding, vendor negotiations management, and shifted construction focus from residential to commercial projects.
• Rebuilt and transformed brand perception and customer loyalty by successfully repositioning the company in the commercial construction sector.
• Utilized existing relationships with C-level restaurant and retail companies to create construction programs to win recurring business; positioned company as the preferred vendor for several local franchisees of.

• Appointed by Designline Chairman of the Board (former Chairman of the Board of Uncle Julio’s) as Chief Financial Officer. Represented equity company and worked directly with CEO to reverse prior losses.
• Increased annual bus production to 240 from 78 in the first year and improved gross margin to 25% of sales and operating EBITDA margin to 10% of sales through improved engineering and manufacturing processes reversing.
• Secured three one-year contracts with prospective clients including entry into Australian market.
• Improved quality defects from 20% to 1% and cut manufacturing costs by 18% by transforming business model from job orders to production and assembly process. Implemented Enterprise Resource Planning (ERP) system.
• Grew vendor base to include vendors in India, China, and other foreign jurisdictions.
• Improved labor productivity by 15% by negotiating with Chinese Union and New Zealand Union to import Chinese labor.

• Implemented turn around and growth plan including internal controls, cost management, weekly monitoring systems, and inventory management programs. Analyzed business processes, identified areas of improvement, and.
• Worked closely with equity company on strategy and implementation of a turn around and growth plan to avoid Bankruptcy.
• Achieved 11% annual increase in same stores sales and 50% EBITDA growth.
• Obtained $20M new senior credit growth debt facility.
• Decreased store cost of sales by 3 percentage points buying directly from protein processing plants.
• Developed an action plan to find a suitable buyer and aided in the negotiation of the sale of the company and realized much higher average EBITDA multiple than the industry average.

• Guided several portfolio companies in various industries acting as the liaison between equity company owners and portfolio company management teams. Achieved financial and operational performance improvement by.
• Restructured and transformed finances and operations of underperforming portfolio companies including cash management, lender and vendor relationships, and operations efficiencies to achieve sales and profit growth.
• Developed strategic growth plans for strong performing companies and obtained growth credit facilities.
• Oversaw and reviewed monthly reporting packages.

• Joined company as a member of the senior-leadership team because of a proxy fight and led company through a turn around to financial solvency. Identified serious financial and operational issues, developed strategic.
• Reversed $80M annual loss to $50M annual profit.
• Saved 50% of annual G&A by implementing restructuring, including integration of acquired businesses and consolidation of U.S. offices, staff, sales and manufacturing processes and employee culture.
• Realized 40% improvement in supply chain delivery times from vendors to manufacturing to customers.
• Sold company to largest competitor, increasing stock price to $35 per share from $5 per share.

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