Accountable for managing profitability while simultaneously increasing brand recognition through efficient operations.Started as General Manager at OEM (2016 – 2018), then took charge of the whole activity for two subsidiaries Comenda and Hoonved in 2017 with the mission to reset a qualitative product strategy and motivate working teams, driving them to work together.Comenda – HoonvedMain achieved targets:• Restored the internal constructive cooperation within Sales, Service and Technical dept.;• Reacquired the distribution network trust versus a renewed qualitative product and service;• Focussed sales on the 80/20 rule to acquire new market shares resulting in revenues and profitability increase in 2 years;• Adapted and defined B to C communication and marketing strategy to our B to B business model to improve customer engagement;• Focused on UK and German market with direct presence for dealer support;• Reached the profitability target required by the HQ;• Modernized the operational organization.

In my most recent role, I spearheaded comprehensive overhaul of qualitative product strategy, enhancing profitability, and fostering collaborative environment amongst diverse teams. I was accountable for managing material shortages by implementing imaginative yet efficient alternatives, aligning seamlessly with production planning. Moreover, I reinstate constructive cooperation within Sales, Service, and Technical departments, fostering synergistic working environment. I have fostered strategic transformation of Comenda and Hoonved, transitioning from competitors to allies and complementary forces in market, leading to enhanced synergy and collaborative market positioning.Key Accomplishments:• Successfully re-established pre-Covid organic growth (+5%) in strategically targeted geographical areas, surpassing set targets.• Modernised operational organisation, streamlining processes for increased efficiency and adaptability to market demands.• Strategically focused on 80/20 sales balance, resulting in acquisition of new market shares with remarkable 20% revenue and 10% profitability increase within two years.• Restructured Communication and Marketing department with shift to B-to-C concepts, effectively adapting to B-to-B reality.• Met and exceeded profitability target set by headquarters, demonstrating strong financial acumen.• Streamlined and emphasised efforts on British and German markets, ensuring direct service supervisor presence for enhanced dealer support.• Re-secured trust of distribution network by introducing renewed qualitative product and service approach.• Steered impact of Covid with commendable -18% sales and -15% profitability, outperforming previous year's figures.

• Redefined the roles of the whole working team;• Drove quality driven sales strategy;• Launched new products with special care for key dealers and utilized 80/20 sales strategy to achieve an initial revenue growth;• Increased profitability by 10% with higher activity and better efficiency;• Successfully shifted my expertise area from Packaging to Ho.Re.Ca. equipment market.

• Start-up business, operational and financing strategies coordination and development• Products planning, scouting and development with relevant ad hoc Sales/Marketing strategyResults: - 100% turnover increase compared to 2013 - Staff redefinition aimed at fixed costs reduction

In charge of the whole activity with the specific task to increase profits and overarch all commercial and operational development activities.Main achieved targets:• Successfully managed the turnaround from Brazilian family management to Italian & Brazilian managed business; • Achieved 20% revenue increase and fixed cost reduction to achieve break-even point thanks to a new commercial strategy;• Streamlined the flow of the goods from production to commercial sites;• Set up an industrial process logic by optimizing the balance between internal and outsourced labor;• Achieved win-win outcome in negotiation with suppliers;• Negotiated raw material purchasing strategy with multinational companies.

Packaging machines & tools manufacturer. Active across different sites in Italy, Holland and in USA. After 10 successful years at SIAT as Group Sales & Marketing Director between 1993 and 2003, I was asked to help revamp the entire operating model, as the company was seriously underperforming and facing challenging times. I was also in charge of the commercial-marketing activity with the mission to increase profitability and to re-acquire market leadership.Main achieved targets:• Back to positive result in 2010 and to “before crisis” values in 2011;• Successfully managed the devastating effect of the world economic crisis of autumn 2008 through cost reduction (-35%) to reduce started the brake-even point and a company shake up;• Reviewed the layouts of the production departments to minimize spaces;• Merged one company from our own Group (Maillis–Greece) to reduce overheads and to maximize commercial and production capacity;• Reorganized the distribution network improving the relationships with the existing distributors, identified new markets and re-established the partnership with the most important customer (3M-Usa);• Achieved over 10% revenue increase with an improved average selling price• Back to positive results in 2006 (+11% rev. increase, improving profitability), 2007 and 2008;

Packaging machines & tools manufacturer. Revenue: € 30.000K (80% exports) 280 employees.2001 – 2003: GROUP SALES & MARKETING DIRECTOR2002 appointed BoD Member.1995 – 2000: Export Manager. 1993 – 1994: Export Department MemberMain achieved targets:• Restarted the commercial activity of a company in bankruptcy; • Commercial start up in East Europe, Latin & Nord America and North Africa;• New product line integration, through the acquisition of two companies; 20% revenue increase of the total business in 5 years;• Conversion from commercial sales through independent distribution to own sister company in Benelux with increased revenue and profitability.