Julio Cepeda

JULIO P. CEPEDA 3024 Livonia Ave, # 8 Los Angeles, CA, 90034-https://www.linkedin/in/juliopcepeda - PROFESSIONAL SUMMARY Career focus on Board & Executive positions, business consulting as well as in academic activities. Experienced international executive with 30 years of top-management positions as CEO and Board member in the US, Mexico, Brazil and Argentina, of both Public and Private companies; with strengths in the commercial area supported by good financial background in diverse Multilevel Marketing companies (17 years) as well as in Consumer Mass products, and Telecom. Dedicated professional with proven abilities to strategically approach businesses and skills to generate fast profitable growth to operations. Strong competencies in driving top line for start-ups as well as mature businesses; hands-on experience in overseas markets, and very customer-focused approaches to growth and development. BOARD EXPERIENCE TR Process, Chairman of the Board Jan 2015 on. Advisor to a fast-growing provider of smart-process applications that contribute to generate higher levels of business efficiency, reducing operating costs/processing times and providing better client satisfaction standards. OSDE GROUP, Board member 1999 - 2006 Independent member of the Board and Executive Committee of the leading HMO provider in Argentina with sales over US$ 1.9 Billions. Participated in the development of new businesses (tourism, insurance) and regional expansion. Board Leadership Fellow at NACD (National Association Of Corporate Directors) 2016 CORE COMPETENCIES Start-ups and Early stage businesses with focus on the generation of top line growth: Claro SA- subsidiary of AMX listed in NYSE Repositioned Claro Cellular operator to become a national market leader, reaching sales of US $ 1.1 Billion in 2006; quadrupling growth from revenues of US$ 240 Millions in 2003, through brand image reinforcement: 20 times expansion in points of sale, customer care restructuring, leading the multimediadata segment, infrastructure and quality service investments to expand coverage. SwissJust USA Responsible for project development and start-up from legal entity registration to establishment of California home office as well as offices in Texas. Sales were built by incorporation of groups around the country, reaching US$ 10 Millions in the second year and profit at Net Income level. Miniphone SA Implemented radical turnaround of unprofitable and low-market-share cellular company, from US$ 125 Millions in 1995 to US$ 550 Millions in 1997; based on network digitalization, improved coverage, distribution strategy, value-added services and brand re-launch. Lux Beauty Group Lux is a beauty company servicing prestige retailers, specialty and mass markets cosmetic as well as, skin care, hair care and fragrance brands. Target is to turn around operations to transform it in a pure sales marketing company, and have it ready for being acquired. The company since March 2018, is in the final stages of being acquired by overseas group. INTERNATIONAL/MULTI-CULTURAL EXPERIENCE CEO experience in the US-Mexico-Brazil-Argentina Responsible for operations in the different business cultures and languages: US (Jafra , SwissJust); Mexico (Shaklee, Jafra); Brazil (Jafra); and Argentina (Claro, Blue Arrow Solutions, RT Nokia, Miniphone). Claro SA- subsidiary of AMX listed in NYSE • Handled relations with the two stockholders AMX America Movil Slim Group of Telecom companies (92%) and the Italian Group Techint Tenaris (TS listed in NYSE and Milano). • Managed different points of view and approaches to business issues of stockholders (Telefonica Spain – France Telecom), that were direct competitors in the telecom market, while owners of Miniphone SA. • Responsible for double reporting to the Norwegian Nokia Operating Committee and the Argentine RT board of directors. CUSTOMER FOCUS Claro SA- subsidiary of AMX listed in NYSE Firmly directed and implemented the redesign of the client service procedures and facilities to significantly improve attitude towards brand image. SwissJust USA Personally communicated product and brand benefits to both leads coming from clients of Mexican subsidiary and to the Anglo market that was never reached before. Jafra HQ’s Boston Designed and implemented Key Business Indicators to measure client satisfaction and business trends. DRIVE TOP AND BOTTOM LINE GROWTH IN MATURE BUSINESSES Shaklee Mexico Positioned company in all areas to generate growth and profitability after years of declining trend, while focusing in the growing nutritional breakfast segment. Jafra Mexico Rapidly protected main Worldwide Jafra operation against severe impacts of Mexican “tequila” devaluation in Dec. 1994, obtaining full support of major distributors to difficult measures needed. Experienced in dealing with markets with high levels of inflation. PROFESSIONAL EXPERIENCE TR Process, Chairman of the Board (Brazil) January 2015 on. LUX BEAUTY GROUP, CEO Oct. 2016 – Jan. 2018 Responsible of rebuilding company relationships with key US Retail Chains while expanding International presence in main markets, targeting significant growth in the mid term. VISTAGE, Group Chairman (Arg.) Nov. 2013 – Dec. 2014 Consulting activities directed to medium-size companies, operating as an external board counselor on key issues of the clients businesses. SHAKLEE MEXICO, CEO (Mexico) July 2006 – Oct. 2013 Responsible for turning around the operation that remained stagnant and then declining from 2000 on, establishing full focus in enlarging distributor base and restructuring operating expenses to become profitable. CLARO SA, CEO (Arg.) April 2003 – June 2006 Cellular Telecom company acquired from Verizon by the consortium America Movil (Slim’s Group) and the Italian Techint Tenaris Group, and has contributed to turn this Division (AMX) into the largest cellular operator in the Latin American Region from 2006 on. Efforts were directed to solving existing financial difficulties and to rapidly establish the basis for solid growth: 1) Expanded distribution channels throughout the country (multiplying by 20 times the existing points of sales) 2) Redesigned customer relationship patterns both through permanent and precise call center operations; and by the opening of Claro Customer Stores in the entire country 3) Offered a better range of handsets 4) Improvements in the data market segment (written short messages and multimedia) and in this way increased income per subscriber 5) Offered the best service in terms of national coverage 6) Strongly reinforced brand image Sales growth showed a 37% increase in 2003 reaching US$ 240 Millions and 40% increase at EBITDA of US$ 78 Millions. Sales growth continued reaching US$ 485 Millions in 2004, and US$990 Millions in 2005, and U$S 1.1 Billions by year end 2006. SWISSJUST USA, CEO (US) Sep. 2001 – Apr. 2003 SwissJust is a privately-held company based in Switzerland and specializes in selling aromatherapy, skin and body-care products with natural ingredients and distributed through a multilevel marketing approach. The company was introduced in 1930 and has subsidiaries all over Europe and Latin America. The USA operation was launched in January 2002. Responsible for the project elaboration and consequent introduction of the USA subsidiary. BLUE ARROW SOLUTIONS SA, CEO (Arg.) Aug.1999 – Aug 2001 The Home Depot Co. launched operations in Argentina and Chile in 1999. Blue Arrow Solutions, an argentine consulting firm was selected by The Home Depot Argentina and Chile to represent some of their USA and European vendors in these two countries. RT SA NOKIA, CEO (Arg.) July 1998–Aug 1999 Nokia distributed its handsets in South America through R.T.SA , a privately held telecommunications company based in Argentina. Responsible for designing and implementing business plan that resulted in profitable operations in the region, with sales reaching US$ 200 Millions. MINIPHONE SA, CEO (Arg.) Sep.1995-June1998 Miniphone S.A. was an Argentine cellular operator owned by Telefonica Spain & France Telecom. Annual revenues reached US$ 125 Millions in 1995 with approximately 120,000 subscribers and a market share of 23%. Responsible for designing and implementing a full repositioning of the company, reaching US $ 550 Millions in sales by year end in 1997; 340% over 1995 results, reaching an EBITDA margin of 31% and a market share of 50%. The Plan required: 1) obtaining full support from the Board in terms of investments in a new digital network that ensured better quality at user level; 2) to perform a broad re-engineering of customer service processes and practices; 3) to outperform market leader in distribution power; 4) to introduce new value-added services that were distinctive at that time; and 5) to strengthen brand image JAFRA MEXICO, CEO (Mexico) Jan. 1994 -Sep. 1995 Jafra Mexico Sa de CV was the largest operation and main contributor in terms of profits for Jafra Cosmetics, an international direct selling operation owned by The Gillette Company. The position reported to Jafra’s President. • • • • Jafra Mexico reached peak sales of US$ 135 Millions in 1994 while maintaining solid growth in terms independent consultants at the end of December 1994; In early 1995, the country was impacted by the severe “tequila” devaluation; That difficult scenario required precise and effective measures to protect the world’s most profitable and successful Jafra operation. The Plan considered: 1) protect businesses developed by the independent leaders by enriching the Field Compensation Program, rewarding even more consultant sponsoring and group formation; 2) gradually recover dollar values through pricing ; 3) reinforce promotional programs to increase activity levels; 4) strengthen leaders role through national training events. In 1995, sponsoring programs helped to bring record level of new consultants that allowed us to minimize business erosion provoked by the devaluation, and thus establishing the basis for the solid growth that has sustained the Mexican operation until today. JAFRA SOUTH AMERICA, CEO (US) Jan. 1991-Jan.1994 In 1991, the Latin American Region was divided in two parts : a) South America, aiming at establishing significant growth in the mid-term and; b) Mexico, with emphasis in ensuring the growth and business health of the world largest operation. Position reported to Jafra´s President. Group sales reached US$ 20 Millions in 1994, an average annual growth of 20% since 1991. Overall strategy was to focus on large markets, while establishing distributors for smaller markets like Peru, Chile and El Salvador. JAFRA BRAZIL, CEO (BRAZIL) Jan.1987-Dec.1989 Jafra Brazil was one of the oldest operations within the Jafra International Group. Sales were stagnant and the operation was not profitable. • • • • Company Strategy designed for growth started with the optimization of the Field Compensation Program and the emphasis in the Party Plan approach to sales. Company organization was restructured viewing to improve administrative efficiency while reinforcing Sales Force and Customer Services practices . At the end of the 1990 fiscal exercise Jafra Brazil reached sales of U$S 15 millions , an annual average growth of 30% since 1987 , reaching an EBITDA margin of 23%. Consultants base grew from 7,000 in 1987 to 25,000 at the end of 1990. JAFRA LATIN AMERICA, Marketing Mgr. (US) Group sales were U$S 35 millions. Jan. 1986- Jan.1987 • • • Development of key business parameters . In charge of the introduction of the Jafra business in Colombia. Business support to Marketing Managers and General Managers. GILLETTE, Marketing Mgr.(BRAZIL) Dec.1981-Dec 1985 Gillette Brazil was the largest Latin American operation and the most profitable. Responsibilities included being the Marketing Manager for both the Personal Care Division ( 1981/1983) and the Blades & Razors Division (1983/1985). • A Profit Improvement Program was introduced while managing the Personal Care Division (deodorants, hair care products, shaving products) , that allowed to turn profitable this business unit since it was formed. GILLETTE, Product Mgr.(Brazil) Oct. 1979-Dec. 1981 STANDARD BRANDS, Product Mgr,(ARGENTINA) July 1978- Sep. 1979 COLGATE PALMOLIVE, Product Mgr.,(ARGENTINA) Jan.1977- June 1978 UNILEVER, Ass. Prod. Mgr.(ARGENTINA) Jan.1974-Dec. 1976 SWIFT, Planning Analyst, (ARGENTINA) Jan. 1973 –Jan.1974 EDUCATION & AWARDS • • • • • • • Board Leadership Fellow NACD (Nat. Association Corporate Directors), USA Master in International Relations, Universidad Belgrano, Argentina. Doctorate ABD Political Science, Universidad Belgrano, Argentina. International Management, Columbia University, New York. Certified Public Accountant, Universidad Buenos Aires, Argentina. B.S. Business Administration, Universidad Buenos Aires, Argentina. Executive of the Year (Security Foundation), Argentina