For Ed Morgan, leadership has never been about commanding attention. It’s about building trust, nurturing talent and creating an environment where people — and brands — can grow over the long term. That quiet, values-driven approach has shaped his more than 20-year career at Emerson Group and helped guide the company’s transformation from a small sales management firm into a diversified, tech- and data-led partner serving some of the most dynamic players in consumer products and retail.
Morgan’s story with Emerson Group began long before he officially joined the company. He first crossed paths with founder Scott Emerson in 1992, while both were working at Rhône-Poulenc Rorer, a Novartis heritage company. The organization was small, entrepreneurial, and deeply rooted in the consumer products ecosystem that would later define Emerson Group. It also served as a proving ground for relationships that would endure for decades.
“When that company was sold in the mid-1990s, Scott went on to form Emerson Group,” Morgan recalls. “A number of people from the original team joined him, and the vision was clear from the start.”
That vision was simple yet ambitious: give smaller and emerging brands access to the same level of professional sales execution, retail relationships and strategic thinking typically reserved for industry giants. At the time, few organizations approached the market that way, and the opportunity was substantial.
Morgan didn’t join immediately. Instead, he continued building his career at Novartis and later at Bayer, where he served as Walmart team lead and director of the mass channel while living in Bentonville, Ark. The experience deepened his understanding of retail from the inside and sharpened his appreciation for disciplined execution at scale. He briefly accepted an offer to join Emerson Group in 2001 — only to receive a counteroffer from Bayer that kept him in place for a few more years.
“I honestly never thought Scott would speak to me again, much less hire me,” Morgan says with a laugh.
But relationships mattered — then as now. In 2005, Morgan joined Emerson Group permanently. Despite its modest size, the company already felt established in the ways that mattered most.
“It was a much smaller company, but it had the same culture it has today,” he says. “People and brands came first. Integrity, relationships and customer excellence — those weren’t words on a wall. They were how the company operated.”
As Emerson Group grew, those values remained intact even as the business itself evolved. What began primarily as a sales management organization expanded into logistics, insights, marketing services and, increasingly, technology and data. Today, Emerson Group operates as a fully integrated partner, helping brands navigate an industry shaped by omnichannel retailing, advanced analytics and artificial intelligence.
Named president in 2016, Morgan’s role has continued to evolve with the business. While his responsibilities span the organization, his primary focus is sales leadership — ensuring that Emerson’s teams have the tools, talent and resources needed to meet the objectives of both brand partners and retailer customers.
“My job is about supporting our leaders,” Morgan says. “Ensuring they have what they need to deliver the best possible outcomes for the brands we represent.”
That support includes a deliberate investment in leadership development. Over the years, Emerson Group has added experienced executives and promoted younger talent into meaningful roles.
“One of the most rewarding things is seeing someone join as an intern or early in their career and grow into a confident leader,” he says. “You get to see their professional growth, but also their personal growth — as spouses, parents and members of the community.”
That people-first mindset has helped fuel a culture of retention that Morgan describes as exceptional. Hiring is slow and intentional, often involving numerous conversations to ensure cultural alignment. Many new hires come through existing relationships — former colleagues, clients or retail partners already familiar with Emerson Group’s approach.
As the company has scaled, maintaining connections has been a priority. One recent initiative, Emerson Connect, serves as an internal communications and social platform, giving employees a place to share insights, celebrate wins, and stay connected across teams and geographies.
Beyond its internal culture, Emerson Group has also invested heavily in giving back to the industry. Educational initiatives such as Emerson University — held several times a year in partnership with Harvard — and the evolving “Future of Commerce” event series bring together brand leaders, retailers, and emerging talent for learning and dialogue. These programs are open not only to clients but also to the broader industry, reflecting a belief that collective progress benefits everyone.
“It’s important to us to contribute to an industry that’s been very good to us,” Morgan says. “This industry is vital to the country, and we take our role in it seriously.”
Technology and data have become central to that role. Emerson Group’s expanding capabilities in insights, AI and analytics help brands make smarter decisions faster and reinforce the company’s original mission to level the playing field for smaller players. For Morgan, the ongoing learning that comes with that evolution is energizing.
“We’re always learning,” he says. “The industry and technology are changing, which keeps things exciting.”
Ask Morgan what truly differentiates Emerson Group, and he always comes back to its people.
“People ask what our secret sauce is,” he says. “I really believe it’s our culture. It started with Scott, and it’s been protected and strengthened by everyone who’s come after.”
In an industry often defined by speed, scale and constant disruption, Morgan’s steady, relationship-driven leadership offers a different model — one rooted in trust, continuity and a long-term view. It’s a philosophy that has guided Em
