1. ARMANDO LOPEZ
5306 W. Palm Circle  Tamarac, FL, 33319  (347) 432-8697  alopez3x@gmail.com
EADER AND TEAM BUILDER WITH PROVEN TRACK RECORD OF CREATING
ENVIORONMENTS THAT FOSTER WORLD CLASS EMPLOYEE ENGAGEMENT AND
EXCEPTIONAL CUSTOMER SERVICE THAT LEAD TO COMPANY LEADING FINANCIAL
RESULTS. Strong believer in detailed business rhythms that enable a shared vision and personal ownership of the brand.
Core values of servant leadership, community involvement, and talent development.
KEY SKILLS
 Team Building
 Strategic Thinking/ Strategic Planning
 Full P&L Control
 Labor Management/ SG&A Controls
 Employee/Customer Engagement
 Succession/Development Planning
 Brand Ownership
 Visionary Leadership
PROFESSIONAL EXPERIENCE
Wireless Vision, LLC
Director of Sales & Marketing – East Division 8/13 - Present
Wireless Vision is T-Mobile’s largest branded partner. Provided leadership to a sales division that consisted of 65 retail
stores, 9 direct reports, 350 employees and $40 million in annual revenue. Managed sales, operations, marketing,
training, real estate, asset management and HR functions of our stores across Detroit, Ohio, Baltimore/DC, Georgia
and Florida. Reported directly to the VP of Sales. Constructed financial strategies to drive sales and earnings while
collaborating with cross channel partners to grow market share across the division footprint.
Key Results:
 Consistently led the company in our KPI’s that led to company leading profitability.
 Continued to grow profitability and consistently led the company in profit margin.
 Establish and implement short and long range goals, objectives, policies, and operating procedures
 Create and manage monthly/quarterly and annual sales quotas and marketing budgets
 As a Division we focused on internal development and led the company in internal promotions including two District
Managers to other Divisions.
 Integral part of increasing real estate portfolio i.e.: identifying and approving sites, creating Capex budget.
 Integral part of building strategy and process for the entire company i.e.: Productivity labor model, Leadership business
rhythms at every level, Large market marketing plan, Sports sponsorships (Columbus Bluejackets NHL)
 Looked at talent portfolio monthly constantly looking to develop high potential leaders and used our performance
management process on our opportunity leaders.
 Fostered an environment of 360 feedback from our employees utilizing roundtables at every level of leadership to
develop shared ownership around development and environment.
 Focused on the employee experience to help enhance the customer experience which enabled us to consistently lead
the company in all our customer metrics.
Best Buy
District Manager Miami/Broward, FL 5/05 – 8/2013
Align leaders on all strategic initiatives within the company while maintaining foundational excellence, operational
efficiency and pursuing operating profit expectations and growth YOY. Creating a culture that allows the individual
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2. talents of the team to be identified and used while going after our overall objectives. Building an environment that
influences and nurtures ideas at all levels from PT employees to senior leaders and implements them to continue to
grow the company.
Key Results:
 Inspired a District that consisted of 13 stores, 1100 employees and 400 million in annual revenue.
 Fostered an environment of 360 feedback from our employees utilizing roundtables at every level of leadership to
develop shared ownership around development and environment.
 Focused on development for all leaders and employees using Performance Development Guides with monthly and
quarterly check ins.
 Gained insight from our customers by using exit interviews, in the moment feedback and verbatims from our NPS to
enhance the overall customer experience.
 Held District wide road shows to cascade the company message and align the teams.
 2nd in the company in overall Employee Engagement, top 10 in the company in overall Customer Satisfaction.
 Focusing and aligned the team around our KPI’ to gain company leading performance in Net Operating Profit from
2008-2012.
 Achieved Company leading Market Share growth from 2008-2012.
 Partnered with my District Human Resource Manager on implementation and execution of development programs.
 Led efforts with Corporate partners to prepare for arrival of new competitor to the market, successfully protecting
market share
Home Depot
Store Manager New York, NY 5/02 to 4/05
Lead the highest revenue store in the enterprise, which was in the NY area. (Hamilton Avenue in Brooklyn)
Experienced great growth financially, developed and promoted new leaders in the organization and led the store to
new heights foundationally. Created an environment where every employee was invested in the growth of the store
raising employee engagement and improving the customer experience overall.
Key Results:
 Inspired a team of 300 employees by establishing a vision behind the brand and creating a shared ownership around
the development and experience at the store.
 Partnered with my Human Resource Manager on implementation and execution of development programs.
 Increased customer loyalty by increasing the overall employee engagement and setting up sessions to listen to our
customers.
 Inspired the team to company leading performance in Net Operating Profit.
 Responsible for implementation and execution of all company strategies leading to foundational excellence.
 Increased revenue YOY and achieved annual revenues of $120 million.
 Worked on the Manhattan project which created the playbook on the store openings in NYC.
EDUCATION
BOROUGH OF MANHATTAN COMMUNITY COLLEGE– NY, NY
Bachelor of Science in Business Administration, 1997
REFERENCES
Presented Upon Request