Mike DiNapoli

Mike DiNapoli

    CPA (NY Inactive)

SF Bay Area CA    Cell: (973) 876-7734    Email: mdinap@gmail.com

LinkedIn: https://www.linkedin.com/in/mike-dinapoli-06b4437/

Wine and Spirits Seasoned Executive – Over twenty years of

experience working in medium to large organizations, including wineries and wine

brand companies (public and privately owned) as CFO, COO, and VP capacities.

CFO - Financial Leader and Champion of Building World Class Finance Organizations

In the Wine and Spirits industry, I have led finance teams to partner closely with CEO’s, Sales and Marketing Executives, Winemaking and Production Teams, as well as other field level managers to focus on value added services and support.  Providing accurate and timely month-end accounting closings and financial reporting has always been a priority for me, but the analysis and comprehensive review of results (both in detail and in executive summary) is equally as important.

The ability to measure certain daily/weekly dashboard metrics for transparency of business performance is critical. At Clos Du Val Winery, Bounty Hunter, and Cameron Hughes I developed weekly “flash” reporting by channel (DTC, Wholesale and Tasting Room) working with each cross-functional manager.  Sales were measured in dollars and quantities (cases/bottles), demographic region (wholesale), and by average order value (AOV) for Direct to Consumer sales and Tasting Room sales. Tasting room traffic metrics such as number of paid tastings, specific product/sku purchase trending and margins analysis were also captured and reported on. This “real time” weekly reporting enabled executive management and ownership to have a pulse on performance to make sound business decisions to react accordingly. At Clos Du Val, I prepared a seven-year historical cost analysis of all vineyard properties, highlighting costs of operations, farming, and production. The analysis enabled the company to fully understand key farming elements such as the outsourcing services, in-house farming costs, farming techniques/yield management, winery capacity level/overhead burden and the financial impacts.

Using a négociant winery model, Cameron Hughes Wine opportunistically purchased bulk wine on the spot market and outsourced production with various third-party producers (“custom crush facilities”) resulting in a high volume of wines skus per year.  Given the volume of skus and production activity along with the need to coordinate product available for sale in the market, I developed a process called “Pipeline Reporting”.  This look forward reporting measured the future demand for certain varietal wines with the probabilities of acquiring the source bulk wine on the spot market to produce such wine.  The pipeline reporting measured demand sales involving the sale and marketing teams and future production planning involving winemakers and production mangers.  The pipeline reporting process brought discipline to the business by a very measured and thoughtful evaluation of production and sales data along with structured coordination and planning.  It became essential in measuring future growth and company cash flow needs before making financial commitments.

As CFO of Bounty Hunter (Wine Retailer, Private label Brands/Wine Production) I worked with functional directors to review the company business model, including aging customer demographics, print media catalog direct marketing strategies, scarcity of ultra-premium wine supply and sales and marketing strategies. As a result, the company embarked on new sources of wines (lower price points) with attention to marketing to other opportunistic demographics increasing sales 20%.  In addition, the company pivoted to re-evaluate its private label program (high margin) including marketing strategies that drove better growth in this category.

Business Plans/Strategy/Budgets

My approach begins with an understanding of the current business model and strategy, including current and long-term objectives.  I entrench myself within all levels of executive leadership, ownership, and the board of directors to ensure common goals.  The initiatives I have implemented in the past to increase quality, efficiency, and effectiveness include:

• Develop an understanding of the company mission statement including current and long-term goals.
• Collaborate across all cross-functional teams to understand workflows, barriers, challenges, successes, and opportunities.
• Create area business plans that align with stakeholders’ (family, brand ambassadors, marketing, sales, production) objectives that address:
  • Current market conditions (financial/economic/industry specific)
  • Competitive landscape
  • Challenges (current and long-term)
  • Strengths/Market Differentiators
  • Opportunities
  • Weaknesses

My experience in preparing business plans at the departmental level with executive participation creates collaboration, teamwork, and transparency.  A consolidated long-term plan and annual budget provides a framework for success at all levels within the organization.