Adelmo (Al) S. Lopez

PROFESSIONAL SUMMARY:

Results-driven, multicultural senior executive with extensive domestic and international experience in general management, sales and marketing, operations, finance and accounting.  Experienced in leading corporate turnarounds and M&A.  Work history ranges from US Army, to factory worker, to senior positions with Fortune 500 companies and private equity, including expatriate assignments in Mexico and Costa Rica. 

·      Skilled at analyzing state of business and developing appropriate strategies to drive profitable growth

·      Engaging public speaker and corporate spokesperson

·      Creative leader with a broad range of motivational skills; proven success in energizing organizations, securing broad support for corporate strategies and managing organizational change

·      Successful negotiator

BLAIR CORPORATION, $426 million direct marketer of apparel and home goods          2006 to 2008

President & Chief Executive Officer, Warren, PA                                                September 2006 to March 2008

Leader of this multichannel marketer with sourcing offices throughout Pacific Rim and sales/distribution in the US.  Joined as EVP, CFO & COO and appointed CEO by Board of Directors in January 2007.  Fifth CEO in Blair’s 97-year history and first outsider. 

Accomplishments include:

·      Led significant shareholder value creation through negotiation/execution of merger agreement with Blair’s Board and private equity group  –  77% increase in stock price at transaction close

·      Executed presentations, including media and press coverage, to gain support of employees, shareholders and community for merger with outstanding success – 76% of shareholder votes in favor of merger

·      Led strategy development for topline growth while righting Blair – over $32 million in cost savings identified – reduced headquarters staff by 25% and reorganized international sourcing operations

·      Refocused Blair on its core customers, resulting in increased profits and reduced catalog circulation costs

·      Increased 2007 EBITDA by 114% vs. 2006

·      Managed integration of new business partners’ shared services organization

RUSSELL CORPORATION, $1.4 billion branded athletic, activewear and outdoor company   2004 to 2006

Group General Manager, Retail Activewear, Atlanta, GA                                 March 2006 to August 2006

Reported to Chairman.  P&L responsibility for five Strategic Business Units (SBUs) in US and Latin America with annual retail revenues exceeding $615 million. 

Vice President, Mass Retail, Atlanta, GA                                                                     August 2004 to March 2006

Reported to Senior Corporate Officer and CEO.  P&L responsibility for two SBUs with annual retail sales exceeding $470 million.  Also responsible for centralized marketing function for Jerzees brand, totaling over $1.1 billion in retail sales.  Key customers include Wal-Mart, Target Corporation, Sam’s Club, Costco and others.  Recipient of vendor of the year award from Target Corporation.

Accomplishments included:

·      Developed mission and strategy to achieve double-digit growth, including brand strategy to cross categories and genders.  Eliminated President position and reduced product returns by 87.5% (+$7million savings).  Elected to present “Mass Retail Turnaround Story” at global senior management meeting.

 

DOLE FRESH FRUIT INTERNATIONAL, $1.6 billion subsidiary of Dole Food Company, a $4.8 billion global producer, distributor & marketer of bananas, pineapples and other foods                        2002 to 2004

Vice President & Chief Financial Officer, San Jose, Costa Rica                                November 2002 to May 2004

Supported multiple operations throughout Latin America, North America and Europe.  Responsible for development and implementation of strategies to achieve low-cost agricultural practices and accelerated growth for Dole brands in Latin America.  Direct reports included Costa Rica’s General Manager, Regional VP of Strategy, General Manager of Salad Business and 5 country Comptrollers.

Accomplishments included:

·      Key contributor in growing 2003 EBIT 21%, mostly driven by $35 million in cost reduction initiatives 

·      Realized $4.3 million in gains on “shed surplus asset” initiative. Negotiation/consummation of company sale in Honduras (received 45% more value vs. original offer) and Maui Pine acquisition in Costa Rica

·      Led Costa Rica’s post flood turnaround (9% cost reduction), initiated and led Dole’s Share Service initiative and rolled out Sarbanes-Oxley implementation.  Developed regional Internal Audit department

·      Key member of team that privatized Dole Corporation

FRITO LAY INC., a $12.5B subsidiary of PepsiCo; a + $26B consumer products company                       2002

Regional Vice President (RVP), Florida                                                              February 2002 to November 2002

Reported to the SVP of Sales.  RVP has full P&L responsibility for region.  There were 18 regions in the US, with average sales of $700-$900 million and 500-800 employees. 

SARA LEE CORPORATION, a $20+ billion food and consumer products company                      1992 to 2002

Held progressive positions at World Headquarters, Food and Branded Apparel Groups – USA/Europe/Latin America.

BRANDED APPAREL, LATIN AMERICA GROUP, Boca Raton, FL            June 1999 to February 2002

Group VP & Chief Financial Officer

Reported to Corporate Officer & Group CEO.  Marketing/manufacturing operations throughout Latin America. 

Primarily responsibilities included development and implementation of strategy to achieve accelerated growth – strategic planning/acquisitions; financial planning and reporting; treasury; tax; MIS.  Managed staff of seven and functionally responsible for seven country CFOs.  Chairman of Global Business Practices Committee.

·      Acted as surrogate CEO, lead a complete “shut down” of LAG’s headquarters

·      Key contributor in growing revenue and profits 52% and 41%, respectively

·      Negotiated acquisitions (Brazil & Argentina) and start-up operations chosen as platform for growth

·      Mergers and tax integration of subsidiaries resulting in $9 million of savings

·      Partnered with CEO to reconfigure manufacturing plants (+$22 million in savings) and shut down unprofitable Chilean business (avoiding +$1 million annual loss)

 

AXA ALIMENTOS S.A. de C.V., Monterrey, Mexico                                                 April 1995 to June 1999

Vice President of Administration and Chief Financial Officer

Reported to Group CEO.  Axa Alimentos was a Joint Venture (JV) between Sara Lee and AXA, a $1.5 billion Mexican conglomerate, and was Mexico’s second largest manufacturer and marketer of processed meats and dairy products.  As SLC’s only executive in the JV, responsibilities resembled those of a COO