Alberto López Pérez

Strategic Mandate: Recruited to design and build the 'Home Division' from ground zero, acting with full autonomy as General Manager for the business unit. Structural Achievements: Greenfield Architecture: Established the entire operational ecosystem: Product Roadmap definition, Supplier Homologation (OEM/ODM in Asia), and Legal/Compliance Framework. Business Modeling: Designed a scalable 5-Year Strategic Plan aiming for €30M revenue. Successfully secured the €5M Milestone in Year 1 by leveraging strategic partnerships with Tier-1 accounts. Financial Structure: Defined P&L architecture and CAPEX allocation for tooling and certifications. Optimized OPEX to ensure a lean structure ready for scalability. Global Supply Chain: Orchestrated the logistics and procurement network between Asian hubs and Western markets.

Executive Scope: Full P&L responsibility for international operations outside Europe (LATAM, APAC, MEA, Russia-CIS), managing a structure of 6 subsidiaries and reporting directly to the Board/Shareholders. Key Strategic Achievements: Greenfield Operations (Asia): Founded the Asian Subsidiary from ground zero. Led the entire legal constitution, talent acquisition, and operational setup, successfully transforming the region from a distributor model to a fully owned subsidiary structure. Strategic Turnaround (LATAM): Executed a restructuring plan for underperforming markets. Reversed negative P&L trends into sustainable EBITDA growth through rigorous cost optimization, portfolio realignment, and channel strategy definition. Global Management: Orchestrated cross-border financial strategies across diverse geopolitical landscapes (including complex markets like Russia/CIS), optimizing transfer pricing and FX impact to maximize consolidated group results.

Due my expertise in Far East I was hired by CNA Group with the mission of turning around the business in Asia that meant 1,8M€. After 6 years where I had total control of the Area reporting directly to the Board I increased in 10 times the turnover of the Area: OEM and branded business in Asia became almost 20M€. Main Markets: India, Korea, Vietnam, Malaysia, Rusia, Australia; New markets: Georgia, Kazakhstan, Mongolia, Kyrgyzstan, Azerbaijan. This success wasn't a matter of luck but several developing lines: · Constant lead and collaboration and l with our subsidiaries in the area: Middle East (Dubai), Malaysia (KL) and China (HK). · Best value price strategy · European manufactured products developed for "Asian Taste" · Partners based on trust and mutual benefits Company also drove me to push other areas in order to transmit the "Asian" success with similar results although after 6 years i decided to seek for higher duties and responsabilities.

I was in charge on finding and developing any Export business opportunity available. Main strategic markets for the company: USA, Mexico, Brazil, Malaysia, Thailand and Indonesia.

Based in Indonesia my mission was to build relationships and provide strategic direction to help Billabong and its owned brands grow and get profit in the Area - Mainly Far East- . I was focussed on building and guiding relationships both internally with our Sales & Marketing team and externally between our company and the best retail players and distributors on field maximizing our brands positioning and company's revenue.

Responsible for the sales in the main European Exports markets for Centigraff and Medid branded products being in charge of >20 reps and dealers with a 300 customers portfolio.