1. Leverage organizational capabilities through business optimization
STRATEGICIMPROVEMENT
MORGANFRANKLIN.COM

2. STRATEGY & ENTERPRISE LEVEL
DIVISION LEVEL
PROCESS LEVEL
Business
Objectives
Executive
Information Systems
Consolidation, Reporting
& Analytics
Data Warehouse/Data Marts
Internal
Operational
Data Sources
External Data
Sources
Operational
Processes
& Controls
Data, Governance, Policies & Standards
Align Strategy, Operations & Processes
To support growth, companies must draw direct
alignment between their strategic focus and the
individual departments and functions that comprise
their organization. Defining focus and measuring
a company’s position in the market today against
where they intend to be tomorrow, begins with
an evaluation within each of its organizational
dimensions. An assessment enables a company
to ensure that all critical operational efficiency
challenges are addressed, and any alignment or
misalignment between dimensions are identified.
When people expertise and system capability at
each underlying process in the organization don’t
provide the right structure for growth, a company
simply cannot function effectively. For example, at
the Division Level, the failure to understand through
reporting what each departmental structure will
require to support the introduction of new products
and/or services will create an impossible exercise of
accurately matching required corporate resources to
people, process, and systems.
BUILD EFFECTIVE ORGANIZATIONS FROM THE TOP DOWN
In today’s complex and demanding global economy, executive leadership teams are forced to engage in steep
growth trajectories while finding themselves struggling to maintain efficiency of operations and organizational
alignment throughout the growth pattern. Often executives will seek to procure technology and human capital
solutions as a means to strategically address the challenges, resulting in minimal effect on positive changes
with significant waste in time and capital. To effectively address the challenges of today, companies must first
conduct an organizational assessment across its organizational dimensions to identify the baseline issues,
root causes, and recommended actions, enabling executives to make more informed strategic improvement
decisions.

3. Optimize Through Minimization of Inefficiency
MorganFranklin’s extensive experience with operational assessments
and improvements gives us the ability to facilitate a seamless
transition from assessing an organization to developing a remediation/
improvement roadmap to the actual execution of improvement
decisions. With our four distinct solution groups our firm is armed
with the necessary expertise and methodology to address any
assessment and improvement initiative within any domain, industry,
or markets.
As part of the operational assessment, our teams identify value
add and non-value add activities in the context of an organization’s
goals and objectives to improve and align the enterprise across its
dimensions, which includes people, process, technology, and data
activities. The identification of non-value add activities typically
exposes many of the root causes of existing issues (e.g. inefficiencies)
and often is a catalyst for the misalignment between the dimensions.
Such activities do not provide a return on investment (ROI) and can
usually be eliminated without impacting an organization’s goals and
objectives and the supporting processes (see below image).
Information Technology
Accounting & Financial Reporting
Human Resources
Legal & Contracting
Operations
Logistics
Budgeting & Forecasting
• Strategic recommendations
• Dynamic decision-making
• Predictive analysis
• Embedded control & governance
• On-demand reporting
• Drill through decomposition
• Market drivers & factors
• Real-time scenario capability
• Computer evaluations
• Manual/non-automated
transactions
• Wait time/bottlenecks
• Searching for data—lacking
data centralization
• Manual reporting compilations
• Routing of non-digital/paper
forms
• Reliance on outdated/
non-conforming technology
• Rework
• Excessive approvals/reviews
• External reviews
• Training and development
• Socialization & peer reviews
• Socializing/networking
Value-Add
Mission-Aligned
Non-Value-Add
Mission-Aligned
Non-Value-Add
Non-Mission-Aligned
Identify opportunities to
minimalize non-value-add,
non-mission-aligned activities
and maximize value-add and
mission-aligned activities.
• Manually intensive transactions
• Unscheduled down time
• Data inconsistencies
• Low values in efficiency measures
• Delays in cycle time
• Overproduction
• High overhead costs
• Low value scorecards
EFFECTS OF INEFFICIENCY

4. TURNING TO THE EXPERTS
MorganFranklin utilizes a proven and time-tested methodology for helping organizations execute their strategic
improvement initiatives. Our approach provides the capabilities to effectively asses the As-Is, design a To-Be
model, deploy the model, and monitor/sustain the enhanced operations.
Evaluate specific functional areas of your
organization and supporting processes.
A swift assessment provides insight into the synergy
opportunities to tie people, process, technology, and
data together to create a more holistic roadmap of
efficiency gains and the alignment of the organization
dimensions.
• Define scope and goals
• Identify & interview stakeholders & assess
existing operations
• Develop As-Is/current state
• Conduct gap analysis
• Compare current state to best practices
Provide a common vision for building the
ideal operating model.
The roadmap also dictates the speed at which the
organization reaches maturity.
• Develop a prioritized list of initiatives required to
realize future state vision
• Recommend a target operating model with
supporting business cases
• Develop future state of activities and business
requirements
ASSESS DESIGN
PROCESSES SYSTEMSPEOPLE
EFFICIENT GROWTH

5. “We didn’t have the kinds of systems and processes in place for financial forecasting,
budgeting, and reporting at the public company level. MorganFranklin essentially
became our finance team for the IPO preparation. We needed to bring on board a
team that could be effective communicators to all of the external constituencies that
face a public company.”
— JOHN HILLEN
Former President and CEO
SOTERA DEFENSE SOLUTIONS, INC.
DEPLOY SUSTAIN
Build, test, and implement considering
the people, process, technology and data
components of your organization.
Focus on smaller, incremental improvements to
seize quick-win opportunities for immediate and
measurable results that execute strategy and build
toward a long-term vision.
• Obtain stakeholder buy-in
• Incorporate change management activities
• Roll out improved processes and initiatives
Identify and align performance metrics
with business strategy and mission.
Deploy performance management dashboards to
provide a clear set of business data that allows for
improved governance controls to monitor and manage
disruption, and measures to provide the transparency
that leads to better decision-making.
• Assess existing performance metrics systems,
processes and procedures
• Select core forward-looking financial and
non-financial metrics that allow management to
evaluate business performance against desired
goals
• Tailor communication systems for executive,
management, and staff members
• Actively review/discuss the status of KPIs

6. ASSESS Focused on advancing knowledge for agriculture, human health, and communities by supporting
research, education, and extension programs in the form of funding at the state and local levels.
MorganFranklin executed a design assessment of the client’s business processes, related control
environment, and internal control activities in order to detail existing conditions and develop
recommendations and best practices for improvement and long-term sustainability.
High-Profile Government Agency
• Underwent an organizational and
operational transformation which created
complications in executing policy,
funding, and oversight processes.
• Lack of system integration across the
agency.
• Inadequate and inconsistent
communication throughout the chain of
command that impacted operations.
• Assessed the current state of the agency’s
operations and workplace environment
through facilitated group sessions, and
customized internal surveys.
• Conducted testing over relevant key
business process controls and supported
Management’s preparation of a summary of
aggregated deficiencies.
• Designed actionable recommendations to
address root causes of issues related to the
operational and organizational environment.
• Brought awareness to the root causes
of critical issues affecting both the
organizational and operational environment
within the organization.
• Provided recommendations that were
short, medium, and long-term in nature
to directly address the issues of human
capital planning, process improvement,
and change management.
• Improved communication and increased
collaboration across the organization.
CHALLENGE SOLUTION IMPACT
DESIGN Multi-regional wholesaler of fuel and fuel product between oil distribution organizations and retail
gas and service stations.
MorganFranklin identified root issues and reporting design solutions to stabilize and scale the client’s
finance and accounting platform to enable future growth.
Privately Held Fuel Distributor
• Series of acquisitions significantly
increased the company’s scale of
operations and expanded its geographical
footprint, leading to complexities with
plans to file for an IPO of common stock
on the U.S. Stock Exchange.
• Lacked the project management,
account, and finance infrastructure
needed to prepare for upcoming IPO.
• Intensive manual activities, and lack
of process controls led to operational
inefficiencies.
• Identified and prioritized future state
recommendations.
• Recommended solutions within
the constraints of the existing
implementation and aggressive
timelines.
• Designed future state initiatives and
developed a strategic roadmap for
implementation.
• Provided the client with a more scalable
finance and account infrastructure to
support future growth and the upcoming
IPO.
• Reduced manual reporting activities and
ensured the availability of standardized
and consistent real-time reporting.
• Defined and built the client’s reporting
and budgeting strategies.
CHALLENGE SOLUTION IMPACT
PAST PERFORMANCE

7. DEPLOY Private development company committed to delivering development services for the promotion
of economic health through government funding across the world.
MorganFranklin utilized Lean Six Sigma methodology to develop a set of recommendations that
addressed the root causes of inefficiencies, encouraged full utilization of their system functionality,
and eliminated re-work in their invoicing process.
Economic Deployment Firm
• Invoice and billing procedures were
manually intensive, placing a large drain on
the company’s resources.
• Time wasted on non-value add activities,
preventing an analysis of financial results.
• Experienced slow invoice production
that negatively impacted their borrowing
capabilities and cash flow.
• Developed a set of recommendations
that prioritized quick win opportunities
to address the root causes of
inefficiencies.
• Deployed a billing process that
encouraged full utilization of their
system functionality and eliminated
re-work in their invoicing process.
• Helped the company implement
necessary organizational change to
address talent management issues.
• Provided formal and informal
recommendations to senior management
and their staff to maintain substantial
cash savings year over year.
• Played an integral role in reducing cycle
time from 14 to 8 business days and
decreasing invoice adjustments by 75%.
• Provided expertise and guidance on
organizational changes to facilitate
more proactive decision making and
management.
CHALLENGE SOLUTION IMPACT
SUSTAIN Specialty coffee and tea company offering extraordinary quality through direct store delivery
selling and merchandising.
MorganFranklin identified opportunity areas to allow the premier coffee company to address inefficient
processes that were limiting growth objectives. The recommendations provided and steps taken to
implement “quick wins” helped the organization to correct gaps in their operation, process, systems, and
data structure.
Premium Consumer Company
• Finance organization responsibilities
were unclear and prevented the Finance
organization from operating at full potential.
• Considerable time spent producing and
reviewing reports that did not provide
significant business value and prevented
leadership from focusing on strategic growth.
• Finance organization, processes, systems,
and data were not structured to support the
desired growth trajectory of the business.
• Identified a new set of initiatives for
implementation over a 12-18 month
time horizon.
• Established risk management and
control processes.
• Fostered ongoing reviews aimed at
mitigating operational risk.
• Improved risk control and audit
effectiveness with appropriate
documentation of risk management.
• Generated savings and improved
cash management by continuously
improving the client’s cost structure.
• Redesigned organization and
technology to enable future volumes,
workflows, and capabilities
CHALLENGE SOLUTION IMPACT

8. ABOUTMORGANFRANKLINCONSULTING
MorganFranklin is a strategy and execution-focused business consulting firm and professional
advisor. We provide strategic thinking and hands-on support to help clients manage growth and
maximize performance. Our solutions always consider the key connections between finance and
accounting, operations, technology, and risk—connections that are critical to success. Clients
say that our responsiveness, flexible style, and fast access to proven professionals make us an
invaluable business partner and advisor.
ACCOUNTING &
TRANSACTION
SERVICES
We help CFOs and their
teams anticipate and respond
to accounting complexities,
increased financial reporting,
and transaction-related
demands.
STRATEGY, FINANCE
& OPERATIONS
We help finance and
operations teams play
a more prominent and
proactive role as enablers
of enterprise strategy.
Accounting & Audit Support
Divestiture Advisory
Due Diligence
IPO Readiness
Revenue Recognition
Technical Accounting
Resource Center
Valuation Services
RISK &
COMPLIANCE
We help clients manage
and comply with regulatory
mandates that can impede
growth and impact mission
or program success.
Corporate Investigations
& Dispute Solutions
Enterprise & Operational
Risk Management
Governance, Risk & Compliance
Internal Audit
Sarbanes-Oxley Act
INFORMATION
MANAGEMENT &
TECHNOLOGY
We help CIOs and CFOs
work together to architect
and implement integrated
technology and data strategies
that enable scalable growth
and mission success.
Enterprise Information
Management
Enterprise Performance
Management
Enterprise Resource Planning
IT Portfolio, Program
& Project Management
IT Strategy & Governance
Technology Risk
Finance Transformation
KPIs, Measures & Metrics
Operating Models &
Shared Service Centers
Post-Transaction Optimization
Strategic Improvement
& Operations Assessment
SOLUTIONS WITH IMPACT
& LASTING VALUE
With every high-stakes challenge comes an opportunity to do things better.
Count on us to tackle business and technology challenges with an eye toward
improving the competitiveness, efficiency, and effectiveness of operations.

9. STRATEGY, FINANCE & OPERATIONS
MorganFranklin’s Strategy, Finance & Operations practice delivers strategic thinking and tangible output
designed to impact your business and maximize performance to achieve sustainable growth.
We recognize that defining the ideal operating model
between required investment and desired revenue gains
throughout your growth trajectory can be extremely
difficult. Our passion is helping organizations realize
their optimal value in today’s volatile market.
Solutions with Impact & Value
Our objective is to help you meet the needs of today
and tomorrow through a combination of ops-savvy
consultants and high-impact solutions.
• Finance Transformation
• KPIs, Measures & Metrics
• Operating Models & Shared Service Centers
• Post-Transaction Optimization
• Strategic Improvement & Operations Assessment
The Evolution of Investment Trends
The alignment of people, process,
and systems creates organizational
efficiencies as you go through the
different stages of growth.
New Cloud & SaaS solutions
make it tempting to over-invest
in technology while under-investing
in people and process.
Historically, technology lagged
or restricted organizations
during the critical growth stage.

10. Pure Strategy
Business
As Usual
Improvement &
Transformation
Business
Operations
FINANCE
IT
Focus on Business Operations
Flexible | Hands-On | Collaborative
PEOPLE
TECHNOLOGY
Growth
Transformation
Compliance
GROWTH
TRANSFORMATION
COMPLIANCE
Our Position in the Marketplace
MorganFranklin is positioned between those who provide pure strategy consulting and those who provide staff
augmentation to support day-to-day operations. We convert strategies into realistic plans and roll up our sleeves
to implement the changes needed to help clients improve or transform their businesses. We turn “business as
usual” into better business.
Our Commitment to Our Clients
MorganFranklin works with clients ranging from Fortune 500 to fast-growing, multinational companies. We are no
stranger to tackling tough issues in industries including communications, media and entertainment, life sciences
and health care, financial services, energy, real estate, and business services. We value the diversity of our clients
and always look for opportunities to leverage lessons learned from different industries to bring fresh perspective and
innovative solutions. The following is an illustrative list of clients who have trusted MorganFranklin to assist with their
complex finance, accounting, process, and system challenges.
Illustrative Clients
Allbritton Communications
Blackboard
BroadSoft
BT
Capital One
The Carlyle Group
Clark Construction & Realty
CIBT Holdings
E*Trade
Empire Petroleum
Fannie Mae
Freddie Mac
Healthways
IMF
Mandiant
Millennial Media
NCB
Neustar
OnDeck
SAIC Leidos
Sallie Mae
SoFi
Videology
Accounting &
Transaction Services
Risk & Compliance
Information
Management
& Technology
Strategy, Finance
& Operations
LEGEND

11. 97%
agree MorganFranklin
has flexible
client teams
“MorganFranklin has consistently delivered
for us—through stress, tough deadlines,
changing circumstances, whatever is
required. They have established strong
credibility by providing quality deliverables
and insights along with excellent customer
service. The MorganFranklin team clearly
understands the value of lasting and
strategic relationships.”
—JIM BAHR
Senior Director of Corporate Systems
NEUSTAR, INC.
97%
agree MorganFranklin
does what it takes
to get the job done
98%
believe MorganFranklin
has responsive
project teams
At MorganFranklin, we continuously seek ways to provide greater value to our clients. The results of our
client satisfaction survey highlight what our clients value most in the work we deliver.
Our Clients’ Perceptions Shape
the MorganFranklin Brand
CLIENT SATISFACTION
Business Facts
ABOUT MORGANFRANKLIN
• Founded in 1998
• Headquartered in the Washington, D.C., area
• National presence and international reach
• Approximately 300 client service professionals
• Diverse full-time workforce comprised of industry,
global consulting, and Big Four professionals
AWARDS
• Inc. 500|5000 list of the fastest-growing private
companies in America in 2007, 2012–2014
• 2014 Consulting magazine Excellence in Social
Community Investment Achievement Award
• 2013 Inc. Hire Power Award
• 2012 Consulting magazine “Best Firms to Work For”
• Alliance for Workplace Excellence Seal of Approval
2008–2015
• 2015 Alliance for Workplace Excellence Health
Wellness Seal of Approval
• American Heart Association Start! Fit-Friendly
Certification 2009–2014

12. MORGANFRANKLIN.COM
MKTG-15-COMM-SS-3500