Richard Morgin Email & Phone Number

Miami, Fl, Us

We will help you navigate through the complexities of modern franchising. The end results are sustainable goals that meet your needs and help you avoid costly mistakes.We have extensive experience with and understand the complex franchising issues of both the franchisor and franchisee. We understand the need to combine significant business knowledge of the ever-changing franchise landscape with thorough knowledge of how quality franchise organizations are run and what they look for in ideal partners. We seek to introduce our clients to the best franchise companies. We have the flexibility to operate across a wide variety of fields and include franchised companies in industries such as property services, personal services, fast food, manufacturers, real estate, auto and many others.We help to explain the rights, responsibilities, duties and obligations of all the parties in the franchise relationship.

Miami, Fl, Us

Franchise Development for The Wee Chippy, I Heart Fries, Mr. Cappuccino, and Surfs Up Franchising. Partner and Consultant with The Franchise Consulting Company.

Driving Growth to Franchisors and FranchiseesI’m responsible for Franchise Development. I coach candidates on our business models and provide them the necessary tools, information, and resources needed to conduct proper due diligence during the discovery process. If you are interested in learning more about The Wee Chippy and I Heart Fries, please reach out and connect

I was a new member and when my own tennis club rejected my participation with their team, I founded my own and became captain. The teams I founded and captained participate in the USTA’s Adult league program. In 2012 I founded a 7.5 Level Combo team based in Pleasanton, CA. Captaining a 3.5 level team during the spring of 2013 followed this. This team had to be rebuilt and we qualified for the play-offs in our first season. Being a USTA captain of a diverse group of adults who want to have fun and play competitively requires these skills: ability to recruit, organize weekly practices, and provide leadership in developing the line-up for each week. It also requires expert communication skills, which is needed to keep the team engaged and motivated. I've captained six teams in two years and will continue to promote tennis to adults by providing team leadership.

Louisville, Ky, Us

While I was with FranNet, I coached and guided my clients to help them find the most suitable business that helped them attain the goals they were trying to reach. I consulted with clients to help them understand their short and long term goals, their values, their interests, and the lifestyle they want to achieve. I helped coach through the process of learning about franchising, and if it is a fit for them and their family. My goal was to listen to my clients and assist them in making a sound decision on small business ownership. I advised and counseled executives who wanted to explore re-inventing themselves and diversifying their portfolio through business ownership using a franchise concept.

Castro Valley, Ca, Us

As part of the DTC Wine Workshops I work with wineries large and small across the US to grow their direct to consumer business, build brand awareness and retain loyal customers. Whether you are setting up a new DTC sales team or want to augment your capabilities on a project-by-project basis, we can help you implement the ideal blend of process and technology to achieve robust sales and increase customer retention.http://www.dtcwineworkshops.com

American Canyon, California, Us

Wine Direct is the leading provider of direct sales technology and fulfillment services to the wine industry. Wine Direct is the only fully integrated Direct to Consumer solution.• Recruited by the CEO of this industry leading Direct to Consumer company engaged in technology and fulfillment services to provide clear leadership to a Corporate Finance department, with authority over five direct reports.• Within a 60-day time frame, championed a shift in the company’s accounting policies governing internally developed software, managed debt covenants with banks, closed the fiscal year, and led the external audit process.• With fewer than 30 days remaining before the start of a new fiscal year, re-engaged line managers to deliver a complete 3-year strategic financial plan.• Re-engineered internal controls for Accounts Payable and Cash Management and launched weekly cash forecasting, strengthening the company’s financial processes and providing increased insight into the health & direction of the organization."As a finance leader, I have a proven track record of increasing profits, improving processes, and leading finance organizations. I understand Finance, Sales, and Marketing because I’ve worn the shoes of each discipline. Are you ethically outsmarting your competitor"?

Melbourne, Victoria, Au

• Delivered key gains in the effectiveness of inventory management and logistics for this Australian based global wine company with 80 brands and 3,500 employees worldwide, through the development of a process to manage a $50MM project.• Served as the developer of a financial model to empower effective budget management, based on standardized data.• Created a reporting tool that provided insight to management, allowing for inventory reduction and management of financial risk, as well as improved flexibility in reporting.• Innovated post-evaluation reporting that identified variances against expected ROI.

When Constellation undertook the process of merging five companies into one and consolidating their distributor network, I was asked to take a lead finance role supporting the Company’s largest sales zone and largest distributor network.• Met the challenge of directing finance efforts in support of the company’s largest sales division, a $400MM business unit formed after the consolidation of five subsidiaries; spearheaded the consolidation of the accounting, forecasting, planning, monthly closing, and internal control processes of each company into one.• Recognized for being a trusted and collaborative leader, developing relationships of synergy with sales, marketing, finance, and operations, while exercising strength in division-level accounting and FP&A.• Collaborated with the SVP of Sales to secure 3% in bottom line growth and 2.5% gains in sales volume each year.• Addressed the performance of several low-margin, high volume brands through the implementation of effective price strategies that captured a 3% gain in net sales.• Created budget procedures applicable to internal and external operations, improving the effectiveness of the sales force with respect to distributors and retailers during annual and quarterly business planning processes. I demonstrated expertise in guiding zone sales team in managing budgets. In successive fiscal years we improved spending efficiency of planned SG&A resources by 3%.MAJOR FIRSTS WITH THE COMPANY:I was the first to turn around the profitability of struggling Sales divisions twice during my career. This was accomplished by improving our business plan to redeploy resources to drive a more profitable mix, raise prices of low margin brands, and restructure our promotional cycle to minimize volume declines. I was also the first Division Finance lead hired to implement our one company strategy after five separate business units were consolidated into one.

Rochester, New York, Us

The result of Constellation's acquisition of Beam Wine Estates was the development of separate companies charged to manage different price segments of the brand portfolio. I was promoted to a lead finance role with a newly formed company that was responsible for growing the high volume, lower priced brands. We were in essence a start-up within the parent company.• Played critical role in the formation and success of the Centerra Wine Company’s Western Division. The Western Division was a $200 million business for the company and represented 17 states. • Developed pricing strategies to turn around the profit performance of several of the Company’s low margin, high volume brands. Led the integration of the Company’s spirits portfolio into Centerra’s Western Division after the Spirits Division was merged.• Led team of two direct reports and managed all of the Finance and Accounting processes for the Western Division.

Rochester, New York, Us

When Pacific Wine Partners was being integrated into the parent company (Constellation Brands) I was promoted to Director of Finance of this business unit. This involved migrating historical data onto the parent’s ERP system, hiring a team of two analysts, designing and implementing new financial processes and a more comprehensive management reporting system. After taking control, I quickly determined that the company was left with a gap to plan. I devised a strategy to close the gap, communicated it to company management, the Corporate CFO, and to Division level sales leaders. Pacific Wine Partners was dissolved when Constellation made another acquisition. This led to my next promotion.• Led all facets of corporate finance in support of a $300MM division, Constellation Wines, providing guidance to the President, SVP Sales, and their Marketing and Sales Teams; served as a division-level CFO reporting to the corporate CFO.• Successfully addressed a $1.8MM profit gap, providing strategic direction to restore the company’s progress towards targets.• Built and led a high performing team of direct reports from the ground up, developing talented individuals for promotion.

Rochester, New York, Us

I was hired by Constellation as Controller for the Western Division to provide financial leadership and stability in this role. The company had difficulty in finding a finance lead that could partner with the Division VP of Sales and his team. To be successful, I had to gain the confidence of the VP of Sales and my finance team. The VP of Sales delegated important pricing and distributor processes to me and I was able to stabilize and then add value to the company’s monthly close process.• Supported the VP of Sales for the Western Division, restoring stability to processes and establishing a foundation for growth.• Reduced the monthly closing cycle from 5 days to 3 days; improved the visibility of financial reporting through management reporting and analysis of variances.• Instrumental in leading post-acquisition integration processes following the purchase of the Robert Mondavi Corporation, folding the Robert Mondavi lifestyle brands into Constellation’s portfolio.• Forged an environment of collaboration and communication between the Sales and Marketing teams, improving the financial comprehension of non-financial executives.

I was given a choice of either supporting the corporate side of accounting and finance or the commercial side of the business. I chose to support the commercial side as Director of Finance because it gave me the opportunity to turn around the profitability of the company’s two largest selling regions. I chose to make my impact by partnering with Sales and Marketing.• Provided financial management support and expertise to national sales and marketing organization for a $200M beverage business. Reported to SVP Finance with dotted line reporting to VP Sales. I led a team of two Direct Reports. • Designed and implemented a new financial planning process. Bottom-up planning led to better decision-making and teamwork. Operating margins increased 8% and Brand spending was reduced 2% due to these improvements. Strengthened internal controls and improved resource management by designing and implementing a new overhead budgeting and reporting system for the field. As a result, accountability increased and direct overhead spending for this three-year period remained flat. • Led the Finance Department’s objective of processing data more efficiently for Marketing and Sales. Marketing received greater financial support and guidance for new product feasibility. Field finance operations were standardized which included a new management reporting process.MAJOR FIRSTS WITH THE COMPANY:With Seagram, I was the first to develop the Convenience store channel for Seagram’s Coolers in California and grow the business from 10,000 cases to 500,000 cases in one year. My strategy: gain distribution in C-store chains, hire and train merchandising teams, secure promotional programs by presenting financial metrics like break-even and ROI, and finally lead great execution of this strategy.Is your company taking advantage of huge growth opportunities? Email me at RDMorginJr@gmail.com or Call (925) 324- 6371

Bachelor Of Science (B.Sc.), Accounting

Master Of Business Administration (Mba), Agribusiness/Agricultural Business Operations

Continuing Education, Strategic Pricing

Continuing Education, Accounting