Loparex — Account Dossier

Why This Company

Fit:

• Global release liner manufacturer ($738M revenue, 11+ manufacturing sites, 5 continents), PE-backed by Pamplona Capital since 2019. $150M/year confirmed indirect spend across a dual-ERP landscape (Oracle Financials + SAP S/4HANA) with zero procurement tools — no analytics, no sourcing platform, no spend visibility. (ZoomInfo, beBee job posting, easy-software.com, RevealValue)

Pain:

• $150M in indirect spend with no tools or visibility. Spend data is fragmented across Oracle Financials (Europe) and SAP S/4HANA (4 facilities), with no analytical layer connecting 11+ sites on 5 continents. A brand-new indirect procurement team (hired 2025) has no category strategies, no analytics, and no way to see where $150M goes. (beBee job posting, easy-software.com, RevealValue)
• Severe financial distress demanding self-funding savings. April 2024 distressed debt exchange created five layers of debt (Goodwin). In January 2026, Loparex began sounding out private credit firms for up to $1.5B in refinancing — still unresolved (Bloomberg). Five rounds of layoffs and R&D department eliminated (Glassdoor), Eden NC plant closed eliminating 91 jobs (BusinessNC). Every dollar of savings is existentially meaningful.

Timing:

• Brand-new indirect procurement team in the tool-adoption window. Vince Capelli (Global Director, Indirect Procurement) started March 2025; Elizabeth "Lisa" Taylor (Director, NA Indirect) hired recently. They are building a $150M function from scratch — the first 12 months is when tool adoption is natural. If Simfoni waits, manual processes become entrenched or a competitor approaches. (ZoomInfo — Capelli)
• ECP acquisition (Nov 2025) just expanded procurement scope. Adds a 4th North American manufacturing site (Manteno, IL) with separate suppliers, contracts, and processes to integrate. (loparex.com)
• China tariff exposure confirmed. Loparex HK Limited exports from its Guangzhou plant to the US (Seair), and all Asia-Pacific production is consolidated in Guangzhou (loparex.com). Chinese goods face significant cumulative tariffs under Section 301, IEEPA, and reciprocal actions — rates vary by product category and were modified under the November 2025 US-China agreement, but remain substantial for manufacturing imports (White & Case, Congress.gov). Creates supplier diversification and alternative sourcing urgency.

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Decision Makers

Vince Capelli — Global Director, Indirect Procurement

Entry Point / Champion

• LinkedIn: linkedin.com/in/vincecapelli/
• Email: vince.capelli@loparex.com *
• Cares about:
  • Building a $150M indirect procurement function from zero — needs tools, analytics, and category strategies immediately (beBee job posting)
  • Quick wins to justify the function's existence under turnaround pressure — his credibility depends on demonstrating savings fast
• Why they matter: Owns the $150M indirect spend globally, started less than a year ago with no tools, and is the person who will drive tool evaluation and adoption.

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Steven Seeb — SVP & Chief Procurement Officer

Decision Maker

• LinkedIn: linkedin.com/in/steven-seeb/
• Email: steven.seeb@loparex.com *
• Cares about:
  • Standardization and best-in-class systems — at W.R. Grace, championed standardizing raw material inventory processes across business units and delivering best-in-class supply chain functionality (SCW Magazine)
  • Supplier consolidation and working capital optimization — focused on "partnering with the right suppliers" and reducing working capital through better supply chain management (SCW Magazine)
• Why they matter: As CPO, he holds budget authority for procurement tools and hired Capelli and Taylor to build the indirect function — his approval is required for any procurement technology investment.

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Ron Lueptow — Chief Financial Officer

Budget Authority

• LinkedIn: linkedin.com/in/ronlueptow/
• Email: ron.lueptow@loparex.com *
• Cares about:
  • Cash flow and debt management — every cost reduction is evaluated through the lens of cash flow improvement and the $1.5B refinancing effort (Bloomberg)
  • Demonstrating turnaround progress to PE sponsors — 30+ year PE turnaround CFO career across Liqui-Box, ArrMaz, Winchester Interconnect; Kellogg MBA; his mandate is proving the financial trajectory is improving (PR Newswire, MarketScreener)
• Why they matter: Controls the budget in a company under severe financial distress — but Simfoni's PAYS model (zero upfront, self-funding from savings) eliminates the capex objection entirely.

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Rich Holder — Chief Executive Officer

Strategic Validator

• LinkedIn: linkedin.com/in/richard-d-holder-5a68a912/
• Email: richard.holder@loparex.com *
• Cares about:
  • Operational efficiency and turnaround execution — stated focus on "driving operational efficiency and delivering value to our stakeholders" (PR Newswire)
  • Procurement as a strategic lever — VP Supply Chain & Operational Excellence at Eaton, Director of Aircraft & Technical Purchasing at US Airways, Director of Strategic Materials at AlliedSignal. He has personally built procurement transformations at scale. (PR Newswire)
• Why they matter: Not in the direct buying path, but his personal procurement background means he won't need ROI education — if this reaches his desk, it gets immediate credibility and removes executive-level blockers.

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Entry Strategy

Recommended Entry Point: Vince Capelli

Capelli is building a $150M indirect procurement function from scratch with no tools, no analytics, and no spend visibility across a dual-ERP, 11+ site, 5-continent operation (beBee). He started less than a year ago and needs to demonstrate savings quickly to justify his function under severe financial pressure (ZoomInfo). At Director level, he's accessible without C-suite gatekeeping. His scope just expanded with the ECP acquisition (Nov 2025), adding a 4th NA site with separate suppliers to consolidate (loparex.com). Simfoni's PAYS model — zero upfront cost, self-funding from realized savings, results within weeks — maps precisely to his situation.

Note on NA Indirect Procurement Director: Loparex appears to have posted a separate "Indirect Procurement Director" role for North America alongside Capelli's global role, but there is no verifiable evidence it was filled. ZoomInfo incorrectly attributed this role to Elizabeth Taylor (confirmed at Viega LLC, not Loparex). The NA scope is likely absorbed into Capelli's global mandate given the company's financial distress and headcount reductions.

Note: No warm introduction path exists — zero matches across all Simfoni team networks. This deal must be approached on value proposition and industry credibility. Simfoni serves packaging industry peers: Amcor is a confirmed customer and Simfoni Live 2025 award winner (simfoni.com); ALPLA (~200 production sites, 46 countries) is the closest multi-site manufacturing analog to Loparex's challenge, with procurement leadership citing Simfoni's "remarkable" data accuracy (simfoni.com/alpla, alpla.com). Event targeting: ISM World (April 2026, Denver), ProcureCon Connect (June 2026, Austin — Meister's home city), and ProcureCon East (September 2026, Boston) are opportunities for non-cold encounters (ismworld.org).

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Key Context

• ECP acquisition creates procurement consolidation urgency. The November 2025 acquisition adds Manteno, IL with separate suppliers and processes. CEO Holder stated it is "a tremendous opportunity to enhance our value proposition," with long-term plans for "integrated technologies that leverage the full spectrum of the combined company's strengths." Post-M&A spend consolidation is a natural conversation topic. (loparex.com, Labels & Labeling)
• Savings potential is material to the refinancing narrative. Based on industry benchmarks for non-compliant indirect spend (typically 5-10%), the savings opportunity ranges from ~$7.5M to $15M annually. Even at a conservative 5%, that's $7.5M/year — meaningful for a company trying to refinance $1.5B in debt. Demonstrating procurement savings strengthens Loparex's operational efficiency narrative for private credit lenders. (beBee, Bloomberg)
• Zero competitive risk. Loparex has no procurement software of any kind — no Coupa, GEP, Ariba, Jaggaer, or SpendHQ. The competition is spreadsheets and manual processes. The company cannot afford enterprise suite implementations ($500K-$1M+ upfront) in its financial position. Simfoni's PAYS model and hybrid SaaS + PaaS delivery are uniquely suited.

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Quick Reference

* All emails inferred from the pattern first.last@loparex.com (85.6% of employees per RocketReach). Verify before outreach.

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