A well-established and trusted executive consulting services firm, Tatum helpscompanies confront challenges arising at any stage of the business life cycle. Wefrequently serve as trusted advisers to the office of the CFO or CIO and addresscomplex issues not easily solved from within the organization. We provide senior-level interim and project consultants in addition to highly regarded executive searchservices.

Executive Solutions.Representative Clients: Goldrush Refiners, Carlaken Wholesale, Title Tree, N Sight Energy, First Commercial Bank of Tampa Bay and many other community banks, Optimist International, Elev8 Staffing Solutions, EDS Service Solutions, PCO Foods, Eco-Insight, MySupplier.com, LendSum.com, Roher Capital, Blue Arc Capital, Gerygone Capital, MSouth Equity PartnersThe Swartz Company works with business owners, boards of directors and senior management in multiple industries as consultants on strategy development, capital formation, transactions, project management, staff augmentation and executive search. Experienced Swartz executives can act in a wide range of capacities, including interim, fractional, project or permanent/core. CFO's are the specialty. Other C-Suite executives are also available. Swartz brings expertise in industries including business services, manufacturing, logistics and transportation, hospitality, commercial and residential real estate, facilities management, healthcare, energy, technology, publishing, media and entertainment, financial services, professional services, government and non-profit. Swartz also acts as principal in partnership with private investors to acquire and grow middle market companies.

Oversaw day-to-day operations growing search, outsourcing and consulting business from $.4 to $4 million in 4 years. Managed remote and on site contingent and retained delivery teams and support staff for information technology, media, publishing, content, outsourcing, consulting, financial services and pharmaceutical sectors for positions ranging from account executives to C Suite executives globally; developed strategic plan to grow business; created outsourcing model; established relationships with clients e.g. led negotiations/secured $1 million contract with international outsourcing company. Grew business to $8 million run rate; sold interest to partner.

Saved company from severe cash crisis and imminent loan default as newly hired CEO. Scrutinized loan documents; identified actions within debt covenants to stave off default while developing restructuring plan for bank; initiated immediate changes to organizational structure; eliminated underperforming employees and offices; set expectations of 1,000 full-time and 11,000 temporary employees; negotiated work out of existing debt with concessions by Bank across whole structure in consideration of additional private equity contribution. Reorganized company; debt restructured; closed deal with Fortune 10 multi-national corporation producing $10 million in sales in second quarter following restructuring.

Spearheaded restructuring of $45 million public professional staffing company top to bottom around sales verticals with company growing to $850 million in 4 years. Recognized need to amplify growth strategy articulated in IPO; designed 4 dimensional intersecting grid and marketing plan aligned to customer needs ; gained organizational consensus; placed subject matter experts in executive roles; led 11 direct reports and decentralized sales force that grew to 2,000; led positioning statement process setting company as "Knowledge Force Resource” to enhance brand and advance differentiators and competitive advantage, ultimately leading to change of name to Kforce (short for Knowledge Force). Achieved organic revenue growth of 45%-60% year-over-year; stock price increased 10-fold on split adjusted basis. Led changes to processes, systems and accountability and developed multi-tiered operating strategy across 120 offices. Initiated program to identify/quantify top KPIs and create dashboard to improve performance; established organizational design, processes and management job descriptions for each stage of offices’ growth; instituted accountability metrics; oversaw changes reducing 40 compensation plans into 8. KPIs enabled company to create stronger teams; profitability improved; compensation became competitive. Supplemented strong organic growth with 13 acquisitions ranging from $5 to $400 million in revenue moving stock from $3 to $31 in 3 years. Reorganized company to be competitive in acquisition market; created functional sales verticals; convinced 12 $5-$20 million targets to join and stay with proven culture; integrated leaders and teams; worked with investment bankers to identify/interview prospects for major acquisition; persuaded major competitor of benefit of acquisition; negotiated $400 million stock deal giving competitor opportunity for upside if stock ran up after announcement. Stock continued to rise following each acquisition.

Turned around losing joint venture to create institutional time share business for Hilton Hotels and positioned company for long-term growth. Produced financials for 200 units under construction at Flamingo Hotel in Las Vegas and property to house 400 units at Orlando Sea World; reported $5 million loss; determined need for $15 million infusion of capital to operate until company could break even; worked with Baron Hilton and Hilton Board to obtain go forward commitment; executed liquidation of joint venture; reengineered business; reduced costs; hired high quality talent. Company broke even within 14 months; became wholly owned subsidiary of Hilton consistently delivering up to $50+ million in profits annually.

Advocated financing to The Walt Disney Company (WDC) CFO, Controller, Treasurer and Strategic Planning executive and closed $1.5 billion of project financing, for example: • $169 million phase I of Celebration, community modeled as Experimental Prototype Community Of Tomorrow (EPCOT);• financing for hotels and entertainment venues after quantifying core economics, strategic value and cannibalization of hotels and venues i.e. Wilderness Lodge, Port Orleans, Dixie Landings, All Star Resorts, Boardwalk ,Wide World of Sports and Downtown Disney redevelopment.Negotiated absorption of $295 million in infrastructure costs at Walt Disney World (WDW) associated with remaining 10,000 acres of developable property including activation of Animal Kingdom (AK). Resolved conflict between theme park developers and operators regarding budget available for AK to spend on guest experience; created cost allocation model reflecting economic reality; partnered with Strategic Planning to build consensus and convince WDC senior executives, WDW Operations, Imagineering and Disney Development of allocation for infrastructure costs. AK budget resolved; AK absorbed the agreed amount and rest of acreage absorbed remainder; development moved forward.

Sourced, structured, closed and administrated debt and equity financing for $400 million of Tampa Bay commercial real estate development, including: Cypress Center, Fountain Square and Carillon, three suburban office parks totaling 329 acres; two million square feet of class A commercial office space; and what became the Grand Hyatt Hotel. Successfully completed the financial restructuring of all owned assets in response to the financial crisis. Had overall responsibility for all financial, accounting, legal, human resource and information technology affairs of the company.

Had full finance and accounting responsibility for Cumberland Mall and Office Park, Northlake Office Park, Phipps Plaza, Southlake Mall and Tenant Improvement Construction Company. Acted as General Manager of Colony Square for the benefit of Prudential as Creditor-in-Possession at the end of the bankruptcy period.

Senior auditor for Peat, Marwick Mitchell (the predecessor of KPMG) real estate, banking and energy clients including Carter & Associates (the predecessor of Carter), John Portman & Associates (including Peachtree Center, Merchandise Mart, Peachtree Plaza Hotel and Midnight Sun restaurant), W.B. Johnson (Marriott and Waffle House franchisee), Kuwait Investment Company (Kiawah Island and Atlanta Center, including the Atlanta Hilton), Security Bank and Trust (acquisition by CB&T) and Dalton Utilities.