Brought in as part of 4-6 year succession plan, which ended up occurring only five months from hire. Initially managed daily operations to allow CEO to focus exclusively on business development. Promoted five months later to devise and execute strategy to expand services and profitability of all entities, restore revenues with new offerings, and expand membership and customer base across multiple franchise concepts. Challenged to save company with $8-10M in contingency debt. Organizational Restructure: * Identified strategic priorities and constructed new vision for future rebuilding and growth, created programs for franchisees with direct input from franchisees-utilizing truly collaborative systems-wide effort-while directing daily operations, personnel, and performance of all individual organizations and Coalition of Franchisee Associations, comprised of 18 independent franchisee groups (Little Caesars, AAHOA, Subway, Dunkin Donuts, SuperCuts, Meineke, and others). * Totally rewrote underwriting requirements and plan designs of self-insured health insurance company that was in red and began management of risk entering program, retained new actuaries and negotiated support from insurance Regulator. * Company righted itself from contingency debt and is currently very profitable with insurance 'tail' of 5Xs requirements. * Strengthened operational control by realigning management team and reporting structure addressed corporate culture issues (retaining 100% of staff) and created leaner, more cost-efficient organization. 570.909.7739 Andrew P. Myers 2 Page NFA Continued: Growth: * Introduced new direction focusing on new market segments for business development. Identified various high-potential franchise concepts and began initial planning/exploration of strategic partnering initiatives. * Initiated RFP discussions with insurance brokers and other third-party vendors to fuel development, marketing, and delivery of insurance, payroll administration, lending, leasing, and related offerings. * Laid groundwork for analysis of Washington, DC branch and evaluation of potential ROI from expansion of operation/region. Program Development: * Recommended new programs most were adopted and are now profitable. * Launched profit sharing that turned out to be extremely positive to participants utilizing programs. * Initiated cost containment/reduction services collectively saving participants hundreds of thousands of dollars annually. * Introduced PayCards for franchise employees signing up more than 15,000 active participants over three years. * Put together multi-usage discounts for customers utilizing more than one program/service. * Expanded annual Washington, DC conference to advocacy and profit center event, increasing attendance/revenue by 100%. * Started new company, 'Elevanta' providing structure to expand outside of initial limited corporate boundaries of service. * Changed health insurance carrier for captive program to BC/BS, immediately elevating program's profile and coverage. * Switched brokers for P&C insurance offering and doubled size of portfolio that resulted in 100% increase in revenue. * Started MEC (minimum essential coverage) health plan offering doubling size of employee participants in program. * Oversaw annual conventions for National Franchisee Association held in Washington, DC. Lobbied on Capitol Hill no less than five times per year and oversaw PAC generating hundreds of thousands of dollars for political donations. * Managed delivery of national regulatory updates/alerts to members for advocacy purposes. Cost Savings: * Halted discretionary spending, identified cost savings and developed conservative budgets/revenue forecasts synchronized with turnaround plans putting organizations on path for sound financial performance. * Reviewed franchise agreements of different QSR concepts to provide strong advocacy with franchisor. * Oversaw production of 15 different award-winning magazines and directories. * Conducted and managed delivery of educational sessions country-wide for franchisees on numerous topics. Startup: * Started two new companies Captive Insurance Company domiciled in Vermont and Elevanta in Atlanta opening up new avenues of business for association. * Partnered with two groups to form Green Mountain Sponsored Captive Insurance Company housing redesigned franchisee health insurance captive providing health insurance to franchisees and employees from various Quick Service Restaurant concepts. * Green Mountain Sponsored Captive Insurance Company currently provides captive cells for ten different companies along with management of those companies captive cells. Financial Turnaround: * Oversaw implementation of three multi-million dollar budgets with combined EBITA returns of 40% annually. * Oversaw direction and re-build of Health+ Insurance group taking it from brink of financial collapse to one of franchisee captives' most secure in industry. * Turned around company from negative $8M to fiscally strong in excess of $8M and growing. Hired to replace out-going CEO and to reverse five-year declining performance in profitability, net earnings, and market share for institution previously ranked as one of highest-rated credit unions in region. 570.909.7739 Andrew P. Myers 3 Page P&G Continued: Organizational Restructure: * Led major shift in vision, purpose, and culture increased its presence and involvement in community, and re-shaped brand and image, transforming organization from serving only select groups to one serving more than 200 companies. * Maintained #1 or #2 CAMEL rating throughout ten-year tenure. * Turn-around five-year decline in net income for ten straight years. Earnings & Asset Growth: * Took PGMEFCU from $29M in assets and five straight years of declining net income to $80M in assets (~$4.5M revenue) and net income in excess of $800K annually, maintaining 100+ basis-points return on assets in eight out of ten years. * Positioned PGMEFCU near top when ranked with peers in marketplace, establishing foundation to achieve outstanding ranking by 2010. Increased capital from 8.5% to 12%+ along with growth. * Achieved 10% YOY membership growth in market where peers experienced either negative or minimal (<2%) growth. * Expanded branch operations from four to nine locations increasing personnel from 26 to 35 employees. Operations & Membership Growth: * Grew member organizations from 20 to 200+ companies, including Procter & Gamble, Ronco Industries, and General Dynamics, with individual membership base expanding from 8,500 to 15,000+ in ten years. * Opened four new branches, relocated fifth, and directed planning, development, fundraising, and construction of 12,000-sq. ft. corporate HQ. Added two new student-run branches in area schools run solely by students. * Launched call center to field inquiries on member accounts, products, and services improved customer service and satisfaction. Development of New Products & Services: * Expanded ATM capabilities by securing placement of six new machines in 10-square mile area and negotiated PGMEFCU's participation in national ATM network. * Introduced online banking, including e-statements, bill payment services, and web-based banking products and services. * Expanded consumer finance division with risk-based lending, low-cost fuel loans, and gold credit card products. * Won CUNA's Best Practices Award for innovation in product development and received highest ranking for financial institutions from Bauer Financial. Community Development: * Drove efforts to enmesh PGMEFCU in local community: Introduced Member Appreciation Day and funded/underwrote community-wide garage sales as well as all-night graduation festivities for local high school. * Developed and hosted quarterly meetings of membership, as well as taught personal finance, banking, consumer credit, lending, and other high-interest topics. * Purchased financial curriculum and rolled it out in local schools where PGMEFCU had student branches.

Highlights:

• Insurance
• Management
• Payroll
• Professional Services
• Services
• Financial
• Bankruptcy
• Best Practices