Max Lopez Email & Phone Number

La Habra, CA, US

Vernon, California, US

• Responsible for overseeing GFI's New Processes/Systems Implementation Project.
• Developing and managing roadmap to go live date.
• Working cross functionally and collaborating with all levels of internal and external stakeholders.
• The creation and development of SOPs & Workflows for current state. (Completed in 16 weeks.)
• The optimization of current processes and the development of the future state.
• The identification and prioritization of requirements for the future state.

Irvine, California, US

• Created a new Vendor Governance/Data Management (VG/DM) three-person department that was responsible for facilitating the accuracy of the vendor product data in Touchpoint (a CRM ordering tool).
• Worked with multiple vendors, operations, and business teams that drove towards a cohesive view of data error risk.
• Maintained accurate reporting of remediation activities to bring appropriate visibility to stakeholders.
• Used strong knowledge of current and emerging data error risks, and innovative improvement methods and solutions.
• Collaborated with project, operations, and applications teams to ensure compliance of established vendor management policies and practices (such as articulation of service levels and deliverables, etc.).
• Managed the maintenance/enhancement of tools used in vendor management, including vendor tracking, analytics, and performance management tools (scorecards and dashboards).

Irvine, California, US

• Created a new Vendor Compliance and Logistics (VCL) three-person department that measured/improved product and vendor performance.
• Tracked customer satisfaction through VCL surveys and quantified results into NPS scores. Over 90% of the vendors had positive trends for improvement.
• Facilitated of creation a new Environmental, Social, and Governance (ESG) program.
• Member of the Safety Councils (WCMA & WCSC).
• Assisted with product qualification/launches using technical knowledge of product.
• Provided field intelligence through vendor factory audits and competitor analysis.

Irvine, California, US

• Facilitated the development and implementation of the operation’s strategy to support the ecommerce MADE Blinds, LLC rollout.
• Managed fiscal, service, and quality metrics in customer support.
• Developed customer service strategy which supported and met company strategy, company performance objectives and customer expectations.
• Maintained routines which ensured delivery of core customer support metrics in terms of cost and service.
• Identified and developed eight people within the organization.
• Counseled product management team for new ecommerce configuration set-ups.

Corona, CA, US

• Oversaw Supply Chain Management and Facilities (6–7 people) while providing technical service throughout the organization.
• Monitored supply chain performance, including the achievement of operational goals, financial goals, and service levels.
• Led supply chain activities for due diligence and integration implementations of new vendor partnerships.
• Recommended and implemented tools which drove continuous process improvements in on-time delivery, cost savings, inventory reduction, and quality improvement.
• Member of the Safety Councils (WCMA & WCSC).

• Directed Customer Support Call Center (department of 6) Marketing & Account Managers that supported over 300 active Budget Blinds (BB) franchisees. Resolved all technical and product issues related to the BB private.
• Converted entire product line to a new program for cellular shades, metal, vertical, wood, composite, and faux blinds. This included product specifications, sampling and pricing.
• Closed manufacturing process in Tijuana, exported inventory to the U.S and began process of inventory liquidation.
• Moved Customer Service from Wisconsin to Mexico, then to Minneapolis, and expanded to Georgia.

Rotterdam, NL

• Managed Quality Assurance with a department of 12. The quality performance for the Los Angeles and Atlanta plants were constantly measured. Root cause, trend analysis, and corrective action implementations were.
• Developed new fabrication process that would expand the product offering with an OPP program. Sales were approximately $1 million for the first year.
• Developed new quality control processes to reverse the rising trend of the remake rate. The remake rate was lowered in 2001 by 17% (~ $980K). During the first quarter of 2002, the remake rate was lower by 8% ($200K).

Atlanta, GA, US

• LHF Customer Service Manager (1998-2000)Managed Call Center with a department of 40. Quantified/Maintained Call Center statistical performance reports, customer ratings, budget, and policies and procedures.
• Enhanced training programs and restructured the department that led to an overall improved performance. Morale improved and the employee retention increased by 25%.LHF Business Development Manager (1996-1998)Managed.
• Developed new computer models of opening inventories and project managed the rollout of the NewLink (allowing customers to dial up to the mainframe) for online ordering. This Sales Group represented $40 million in sales.
• Conducted profit and product analyses to support Fabricator Sales.

• Technical Service Engineering Manager Trained and managed technical service engineering and testing technicians that supported customer training. Contributed to the product development of the new Carousel® cellular.
• Provided technical support for Home Fashion’s (AS400) system conversion (to the new Newell system), as a team captain.