Michael (Mike) Morgus CPA

Business Finance Consultant at Liv HEALTH
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Contact Information
us****@****om
(386) 825-5501
Location
Kingsport, Tennessee, United States, US
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Michael Covington CPA

Mike is an excellent hire for any company. His skill set is broad over numerous industires and positions. I would highly recommend Mike for any position that you have. Any employer would be lucky to acquire Mike and his extensive background, excellent skills and overall can-do attitude.

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Credentials

  • Certified Public Accountant
    State of Ohio
    Aug, 1982
    - Nov, 2024

Experience

  • Liv HEALTH
    • United States
    • Health, Wellness & Fitness
    • 1 - 100 Employee
    • Business Finance Consultant
      • May 2022 - Present

      Health wellness - telemedicine, & supplement Health wellness - telemedicine, & supplement

  • Mission Coal LLC - Liquidating Trust (Chapter 11)
    • Johnson City, TN
    • Independent Contractor - Finance
      • Oct 2016 - Present

      Privately owned 3 location metallurgical coal mines. Corporate office Kingsport, TN. Mission filed Chapter 11 - October 14, 2018 - their assets were purchased from the bankruptcy court April 29, 2019 and the Mission Coal Liquidating Trust was formed. Contractor: -Successfully reconciled AP with purchaser - saving secured lender 38% of the maximum $15 million. -Successfully completed audits - UMWA,IRS and Workers Comp insurer resulting in six figure refunds. -Prepared and… Show more Privately owned 3 location metallurgical coal mines. Corporate office Kingsport, TN. Mission filed Chapter 11 - October 14, 2018 - their assets were purchased from the bankruptcy court April 29, 2019 and the Mission Coal Liquidating Trust was formed. Contractor: -Successfully reconciled AP with purchaser - saving secured lender 38% of the maximum $15 million. -Successfully completed audits - UMWA,IRS and Workers Comp insurer resulting in six figure refunds. -Prepared and delivered final closing entries for the closure and wind down of eight entities. -Custodian and data miner for the chronological process of winding down and dissolving 26 entities. -Assisted in the preparation of final tax returns. -Set-up QuickBooks for Plan Administrator's cash flow and Trustee Bankruptcy reporting. Controller: -Reduced and simplified monthly closing cycle from 15 working days to 5. -Successfully established 2-opening balance sheets and 2-year end closings in the initial certified audit which covered 2 periods with a change in ownership. -Implemented procedures to stream-line daily cash reconciliations (eight ledgers with three bank accounts) enabling management to determine strategies for daily vendor payments. -Project manager to simplify accounts payable process by reducing data entry time by two days. -Implemented month/year end close schedules-resulting in timely analysis and reconciliations of account balances. Show less Privately owned 3 location metallurgical coal mines. Corporate office Kingsport, TN. Mission filed Chapter 11 - October 14, 2018 - their assets were purchased from the bankruptcy court April 29, 2019 and the Mission Coal Liquidating Trust was formed. Contractor: -Successfully reconciled AP with purchaser - saving secured lender 38% of the maximum $15 million. -Successfully completed audits - UMWA,IRS and Workers Comp insurer resulting in six figure refunds. -Prepared and… Show more Privately owned 3 location metallurgical coal mines. Corporate office Kingsport, TN. Mission filed Chapter 11 - October 14, 2018 - their assets were purchased from the bankruptcy court April 29, 2019 and the Mission Coal Liquidating Trust was formed. Contractor: -Successfully reconciled AP with purchaser - saving secured lender 38% of the maximum $15 million. -Successfully completed audits - UMWA,IRS and Workers Comp insurer resulting in six figure refunds. -Prepared and delivered final closing entries for the closure and wind down of eight entities. -Custodian and data miner for the chronological process of winding down and dissolving 26 entities. -Assisted in the preparation of final tax returns. -Set-up QuickBooks for Plan Administrator's cash flow and Trustee Bankruptcy reporting. Controller: -Reduced and simplified monthly closing cycle from 15 working days to 5. -Successfully established 2-opening balance sheets and 2-year end closings in the initial certified audit which covered 2 periods with a change in ownership. -Implemented procedures to stream-line daily cash reconciliations (eight ledgers with three bank accounts) enabling management to determine strategies for daily vendor payments. -Project manager to simplify accounts payable process by reducing data entry time by two days. -Implemented month/year end close schedules-resulting in timely analysis and reconciliations of account balances. Show less

  • Allen Architectural Metals
    • United States
    • Construction
    • 1 - 100 Employee
    • Financial Consultant
      • Oct 2014 - Sep 2016

      Privately owned nationally recognized organization with expertise in Restoration,Preservation and Custom Design Building. Consultant – US CAPITOL DOME RESTORATION PROJECT Financial team leader and confidant in the business decision making process. Developed simplified monthly Capitol Dome project income statement, enabling management to focus on cost and revenue drivers resulting in positive monthly results. Designed weekly/monthly manpower labor forecasting… Show more Privately owned nationally recognized organization with expertise in Restoration,Preservation and Custom Design Building. Consultant – US CAPITOL DOME RESTORATION PROJECT Financial team leader and confidant in the business decision making process. Developed simplified monthly Capitol Dome project income statement, enabling management to focus on cost and revenue drivers resulting in positive monthly results. Designed weekly/monthly manpower labor forecasting tool. Initiated inventory organization, tracking and compliance within generally accepted standards. Performed monthly audits on Joint Venture-General Contractor's - Architect’s Certificate for Payment. Show less Privately owned nationally recognized organization with expertise in Restoration,Preservation and Custom Design Building. Consultant – US CAPITOL DOME RESTORATION PROJECT Financial team leader and confidant in the business decision making process. Developed simplified monthly Capitol Dome project income statement, enabling management to focus on cost and revenue drivers resulting in positive monthly results. Designed weekly/monthly manpower labor forecasting… Show more Privately owned nationally recognized organization with expertise in Restoration,Preservation and Custom Design Building. Consultant – US CAPITOL DOME RESTORATION PROJECT Financial team leader and confidant in the business decision making process. Developed simplified monthly Capitol Dome project income statement, enabling management to focus on cost and revenue drivers resulting in positive monthly results. Designed weekly/monthly manpower labor forecasting tool. Initiated inventory organization, tracking and compliance within generally accepted standards. Performed monthly audits on Joint Venture-General Contractor's - Architect’s Certificate for Payment. Show less

  • Skyware Global
    • United States
    • Telecommunications
    • 1 - 100 Employee
    • Chief Financial Officer
      • Nov 2009 - May 2014

      Private Equity owned ( Edgewater Funds and Granahan McCourt Capital) $100M international merger of three SATCOM solution providers. • Served as a Change Agent to facilitate the transformation of two domestic and three foreign entities to a productive international business while promoting growth opportunities through direction and stability. • Fortified the management teams during transition to enhance synergies between and among international companies while directing the… Show more Private Equity owned ( Edgewater Funds and Granahan McCourt Capital) $100M international merger of three SATCOM solution providers. • Served as a Change Agent to facilitate the transformation of two domestic and three foreign entities to a productive international business while promoting growth opportunities through direction and stability. • Fortified the management teams during transition to enhance synergies between and among international companies while directing the consolidation of the five entities into the US GAAP financials. • Developed business modeling and budget process. • Liaison with financial institutions - managing Asset Based Loan (ABL) and Confidential Invoice Discounting (UK). • Initiated 13-week rolling cash flow model recognizing 25% increase in cash. • Designed daily, weekly and monthly dashboards including the presentation of the financial package to Board of Directors at their meetings. • Reduced monthly closing cycle 75% from 20 working days to 3 (monthly) 5 (quarterly). Show less Private Equity owned ( Edgewater Funds and Granahan McCourt Capital) $100M international merger of three SATCOM solution providers. • Served as a Change Agent to facilitate the transformation of two domestic and three foreign entities to a productive international business while promoting growth opportunities through direction and stability. • Fortified the management teams during transition to enhance synergies between and among international companies while directing the… Show more Private Equity owned ( Edgewater Funds and Granahan McCourt Capital) $100M international merger of three SATCOM solution providers. • Served as a Change Agent to facilitate the transformation of two domestic and three foreign entities to a productive international business while promoting growth opportunities through direction and stability. • Fortified the management teams during transition to enhance synergies between and among international companies while directing the consolidation of the five entities into the US GAAP financials. • Developed business modeling and budget process. • Liaison with financial institutions - managing Asset Based Loan (ABL) and Confidential Invoice Discounting (UK). • Initiated 13-week rolling cash flow model recognizing 25% increase in cash. • Designed daily, weekly and monthly dashboards including the presentation of the financial package to Board of Directors at their meetings. • Reduced monthly closing cycle 75% from 20 working days to 3 (monthly) 5 (quarterly). Show less

  • Patriarch Partners
    • United States
    • Investment Management
    • 1 - 100 Employee
    • Executive in Residence
      • Nov 2007 - Jun 2009

      $5billion global private equity firm investing in distressed companies. • Respected and requested member of the SWAT team working in crisis situations. • Cultivated stability and direction - sorting through cash management and operational challenges. • Piloted business modeling, budget process, daily and monthly dashboards/KPI’s. • Rehabilitated relationship with financial institution while managing the Asset Based Loan (ABL). • Published 13-week integrated rolling cash flow… Show more $5billion global private equity firm investing in distressed companies. • Respected and requested member of the SWAT team working in crisis situations. • Cultivated stability and direction - sorting through cash management and operational challenges. • Piloted business modeling, budget process, daily and monthly dashboards/KPI’s. • Rehabilitated relationship with financial institution while managing the Asset Based Loan (ABL). • Published 13-week integrated rolling cash flow model. • Formulated a product cost calculator by significant SKU while developing strategic business plan. • Became Road warrior (100% travel) to be on-site at portfolio companies to provide stability and direction. Show less $5billion global private equity firm investing in distressed companies. • Respected and requested member of the SWAT team working in crisis situations. • Cultivated stability and direction - sorting through cash management and operational challenges. • Piloted business modeling, budget process, daily and monthly dashboards/KPI’s. • Rehabilitated relationship with financial institution while managing the Asset Based Loan (ABL). • Published 13-week integrated rolling cash flow… Show more $5billion global private equity firm investing in distressed companies. • Respected and requested member of the SWAT team working in crisis situations. • Cultivated stability and direction - sorting through cash management and operational challenges. • Piloted business modeling, budget process, daily and monthly dashboards/KPI’s. • Rehabilitated relationship with financial institution while managing the Asset Based Loan (ABL). • Published 13-week integrated rolling cash flow model. • Formulated a product cost calculator by significant SKU while developing strategic business plan. • Became Road warrior (100% travel) to be on-site at portfolio companies to provide stability and direction. Show less

  • Marmon Holdings, Inc.
    • United States
    • Industrial Machinery Manufacturing
    • 200 - 300 Employee
    • Marmon Highway Technologies - Shutdown Strategist
      • May 2007 - Nov 2007

      Marathon Suspensions Company - $40M spring and suspension manufacturer with a distribution center, employing 400. • Successful in liquidating US and MX facility on time and 30% below budget. • Produced and delivered $25M of product on schedule to MHT’s three largest customers (Freightliner, International and Volvo) during liquidation.

    • Marmon Highway Technologies - Sector - Chief Financial Officer
      • Jan 2002 - May 2007

      $750M sector formed in 2002 from 8 Marmon companies supporting the heavy-duty highway transportation industry. There was dual accountability with reporting to the Sector CEO and Marmon Group CFO. • Re-engineered a dysfunctional finance team to a world-class financial organization while forming the Sector. • Financial team leader in lean operational processes, simplifying 8 companies and expanding into 20 business units improving efficiencies, containing costs and increasing pretax… Show more $750M sector formed in 2002 from 8 Marmon companies supporting the heavy-duty highway transportation industry. There was dual accountability with reporting to the Sector CEO and Marmon Group CFO. • Re-engineered a dysfunctional finance team to a world-class financial organization while forming the Sector. • Financial team leader in lean operational processes, simplifying 8 companies and expanding into 20 business units improving efficiencies, containing costs and increasing pretax 25%. • Authored and documented SOX compliance, first year establishing “no material weaknesses” or “significant deficiencies “. • Successful in designing initial Marmon Standard Accounting Practices and Policies. • Streamlined monthly reporting process by 50% (10 days to 5). • Transformed sector medical plans to a self-insured plan, achieving first-year savings of $3.5M. • Quarterly reviewed business unit results and coached controllers while traveling 50%. • Designed monthly scorecard and sector financial reporting. • Led lean implementation through Understand, Simplify and Act process. • Led team on top-to-bottom analysis of $40M multi-national company, final decision liquidate.

    • Corporate Controller
      • May 2000 - Jan 2002

      Reinforced the financial and internal controls for 21 manufacturing companies with combined sales of $1.2B while reporting to the CFO. • Communicated business unit results and successfully coached controllers while traveling 75%. • Specialized in critical evaluation of internal controls, segregation of duties and balance sheet valuation. • Coordinate activities with outside auditors. • Reviewed financial statement preparation for conformance with GAAP, and International regulatory… Show more Reinforced the financial and internal controls for 21 manufacturing companies with combined sales of $1.2B while reporting to the CFO. • Communicated business unit results and successfully coached controllers while traveling 75%. • Specialized in critical evaluation of internal controls, segregation of duties and balance sheet valuation. • Coordinate activities with outside auditors. • Reviewed financial statement preparation for conformance with GAAP, and International regulatory reporting. • Troubleshot technical accounting disclosures on financial presentation.

  • American Strip Steel/Marinoware
    • Kearny & South Plainfield, NJ
    • Chief Financial Officer
      • Jan 1998 - Apr 2000

      Privately held $350M manufacturer of steel framing, steel service center and captive trucking company. - Supervised all formal accounting for this $350 million steel manufacturer and distributor. - Directly supervised three controllers and indirectly supervised a staff of twenty-four employees. - Negotiated a $25 million bank-financing package (ABL). - Implemented cash management program, reducing cost of money 20%. - Established computerized closing procedures which… Show more Privately held $350M manufacturer of steel framing, steel service center and captive trucking company. - Supervised all formal accounting for this $350 million steel manufacturer and distributor. - Directly supervised three controllers and indirectly supervised a staff of twenty-four employees. - Negotiated a $25 million bank-financing package (ABL). - Implemented cash management program, reducing cost of money 20%. - Established computerized closing procedures which reduced closing time 50%. - Transformed medical program to a self-insured plan, recognizing a first year savings of 30%. - Responsible for divisional reporting and monthly financial statement preparation. - Acted as corporate risk manager and Plan Administrator for pension plans. - Oversaw functional responsibility for Human Resource Procedures. Show less Privately held $350M manufacturer of steel framing, steel service center and captive trucking company. - Supervised all formal accounting for this $350 million steel manufacturer and distributor. - Directly supervised three controllers and indirectly supervised a staff of twenty-four employees. - Negotiated a $25 million bank-financing package (ABL). - Implemented cash management program, reducing cost of money 20%. - Established computerized closing procedures which… Show more Privately held $350M manufacturer of steel framing, steel service center and captive trucking company. - Supervised all formal accounting for this $350 million steel manufacturer and distributor. - Directly supervised three controllers and indirectly supervised a staff of twenty-four employees. - Negotiated a $25 million bank-financing package (ABL). - Implemented cash management program, reducing cost of money 20%. - Established computerized closing procedures which reduced closing time 50%. - Transformed medical program to a self-insured plan, recognizing a first year savings of 30%. - Responsible for divisional reporting and monthly financial statement preparation. - Acted as corporate risk manager and Plan Administrator for pension plans. - Oversaw functional responsibility for Human Resource Procedures. Show less

  • Universal Steel Company of IL (wholly owned subsidiary of Universal Steel)
    • Greater Chicago Area
    • General Manager & Vice President Finance
      • Jan 1994 - Jan 1997

      Responsible for start-up of business unit from Asset purchase of bankrupt organization. Designed and implemented a business plan that led to growth in sales from $3 million in 1994 to $14 million in 1996. Exceeded business plan expectations by providing additional operating income within the first year of operation. Responsible for start-up of business unit from Asset purchase of bankrupt organization. Designed and implemented a business plan that led to growth in sales from $3 million in 1994 to $14 million in 1996. Exceeded business plan expectations by providing additional operating income within the first year of operation.

  • Universal Steel
    • Cleveland, OH
    • Vice President Administration/Controller
      • Jan 1988 - Jan 1994

      Privately held $100M multi location steel service center. Directed Supply Chain computerization project while reducing inventory by 33% and doubling sales. Computerized consolidations and financial analysis reducing closing time by 50%, (5 working days). Reengineered accounting department procedures and practices. Participated on the Corporate Acquisition and External Audit Teams. Successfully negotiated two contracts with cost containments below budget with United Steel… Show more Privately held $100M multi location steel service center. Directed Supply Chain computerization project while reducing inventory by 33% and doubling sales. Computerized consolidations and financial analysis reducing closing time by 50%, (5 working days). Reengineered accounting department procedures and practices. Participated on the Corporate Acquisition and External Audit Teams. Successfully negotiated two contracts with cost containments below budget with United Steel Workers. Show less Privately held $100M multi location steel service center. Directed Supply Chain computerization project while reducing inventory by 33% and doubling sales. Computerized consolidations and financial analysis reducing closing time by 50%, (5 working days). Reengineered accounting department procedures and practices. Participated on the Corporate Acquisition and External Audit Teams. Successfully negotiated two contracts with cost containments below budget with United Steel… Show more Privately held $100M multi location steel service center. Directed Supply Chain computerization project while reducing inventory by 33% and doubling sales. Computerized consolidations and financial analysis reducing closing time by 50%, (5 working days). Reengineered accounting department procedures and practices. Participated on the Corporate Acquisition and External Audit Teams. Successfully negotiated two contracts with cost containments below budget with United Steel Workers. Show less

  • ATLANTIC FOUNDRY
    • Akron, OH
    • Treasurer/Controller
      • Jan 1984 - Jan 1988

      Privately held $50M steel foundry. Privately held $50M steel foundry.

  • Grand Metropolitan Inc
    • Montvale, NJ
    • Senior Internal Auditor
      • Feb 1983 - Dec 1983

      Billion-dollar conglomerate headquartered in England merged with Guinness to form Diageo. Billion-dollar conglomerate headquartered in England merged with Guinness to form Diageo.

  • Publishing Zuid
    • Accounting
    • 1 - 100 Employee
    • Senior Auditor
      • May 1979 - Feb 1983

      Big 8 accounting firm merged with Deloitte. Big 8 accounting firm merged with Deloitte.

Education

  • Clarion University of Pennsylvania
    BS - Accounting, Accounting
    1975 - 1979

Community

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