The AGN Energia group is an Italian multi-utility (800 MLN Eur sales, 750 ppl) dedicated to B2C and B2B supply and distribution of energy (LPG, LNG, methane, solar and hydro power), energy efficiency solutions and technical gases.

Facilitated growth of business in Australia, China, Japan, South Korea, and South-East Asia through intense recruitment campaign, purposely designed culture traits supporting strategy and building sustainable organizations. Led development of organizational capabilities to achieve business objectives in markets (examples include super-premium/luxury brand development, omnichannel cons experience, HNWI relationship management, and Biz-integrated logistics & planning) allowing partnership to contribute to +19.3% top-line growth in APAC for years 2019–2022.• Built organizations balancing long-term capabilities investments and short-term financial sustainability. In 2019: one in-market company and one importing entity (Australia, Southeast Asia, Singapore), in 2022: five in-market companies plus two importers (India, Japan, Korea, China, New Zealand, Taiwan, Hong Kong).• Recruited and empowered talent. In 2019: 8 ppl in Singapore and 185 ppl in Australia, in 2022: 367 ppl across 11 APAC markets, in 2023: 456 ppl incorporating 3 joint ventures. In 2020-2022: 82 promotions and role enlargements (22% of total roles).• Invested in local teams, decreasing market-leading roles with foreigner incumbent from 62% in 2019 to 25% in 2022.

Designed and implemented the integration of marketing, sales, and trade marketing functions worldwide, serving as global HR partner for the Group Chief Marketing Officer. Established integrated architecture for people management across the three functions, from hiring to talent development and career management. Supported development of international teams to attain long-term business strategy. Fostered competitive edge to remain adaptable and agile. Supported major shift business strategy/company transition to high-performing stage (3750 ppl offices/plants/field) upgrading Culture’s collective identity (shared value + shared behaviors), deployed branding/vocabulary/symbols/narratives/workshop - 15K training hours, participation 98% total employees by 2018. • Orchestrated business partnership, organizational development bridging instances across marketing and commercial, implemented new function Channel and customer marketing (550 ppl) as part of global commercial RTM (1300 ppl) + new collaboration model Sales-CCM-Mktg/GSM-Mkt.• Devised learning: renovated global marketing academy, blended digital/classroom training, including six global brands' digital training, +65% content consistency, brand knowledge section included in 100% onboarding by 2019.• Developed Managing Directors talent management platform (24 ppl + 50 ppl bench) incl. General Management Academy joint with ESADE Business School, +120% bench coverage, +30% performance evaluation accuracy, ownership CEO+GLT, 2019-2022 100% new MDs alumni from GM Academy.

Revamped organizations to lead and develop talent value chain from hiring to development to performance management for retail and wholesale industries. Comprised wholesale and retail activities of company in China, Hong Kong and Taiwan.• Supported China opening of retail brands SunglassHut (2016), RayBan Store (2017), 125 PoS - 630 ppl by 2017, building on already established brand OPSM, 200 PoS - 1500 ppl (at 2017).• Transformed BU wholesale China (140 ppl) to totally local management structure over course of six months, with assistance of two MDs and local organization, with no further employee turnover.• Integrated WFH option for parents/mothers throughout school test time, 1 ppl end 2016 (concerning child’s academic performance, resigning to stay with, for examinations), and 3 ppl beginning 2017.

Strengthened company’s capacity to trade talent, resources, and expertise by promoting information and influencing behaviors through processes and tools to become a more integrated and global organization. Formulated and directed knowledge sharing systems, organizational and engagement development programs, talent assessment, and leadership planning.• Created consensus around active inclusion of female candidates in annual Executive nomination shortlist to Chairman, increased it from 0% to 20%. • Developed first edition of Graduate Program Luxottica Tristar - Dongguan, China joint with local HR, Guangdong University (CN), and University of Hyderabad (IN).

Oversaw Group executive compensation strategies and reporting to market authorities, short, mid and long term incentive plans cash and stock options, managed special projects assignment of shares to total employee population with particular focus on financial education for blue collars, coordinated administration of international assignments. • Designed and delivered in 3 months assignment of restricted shares to 8.8K Italian employees (office/plant/field) 3Y vesting in coll. with BNP Paribas Bank, shareholding accounts opening, payroll, communication, and employee info line. • Analyzed and defined parameters to evaluate correlation between performance, potential and mix of short/long cash and equity incentives on pop. 350 mid-sr. managers, led to creation of a special mid-term cash plan dedicated to high potentials.