As a Global Chief information Officer I’m responsible for all the Information and Communication Technology area at group level. I’m in charge to define the ICT strategy, in accordance with the overall company strategy, to define and implement all the relevant IT projects and, clearly, to support the day by day operations.I'm leading a Global Team based in Milan, Manno (CH), Princeton (USA), Minneapolis (USA), Montreal (CAN) and Shanghai (CN) of about 60 people, many of them located in North America.In 2012 we successfully completed the roll-out of our primary system (SAP) in all our North American subsidiaries.Early 2013 the SAP roll-out was accomplished at Singen Factory and for our Medical Devices Swiss Business Unit.Global re-shaping of the overall IT organisation, ensuring the globalisation of the main enterprise competence centres and the regionalisation of the infrastructure and services, Serialization of finished products (e.pedigree), Insourcing of the OTC organisation / processes in US, Starting the 2015 we defined a 1-3 year Journey to the cloud strategic plan as a part of the overall path to the Group Digital transformation.As a main pillar of this plan we delivered: - a mainly cloud (public and private) global infrastrucutre - a global collaboration platform based on Office365 - a full IT governance SAAS application (Remedyforce and Clarity for PPM) - some strategic global SAAS services like Salesforce, Successfactor and Concur - a 2020-2021 migration plan to the S4Hana platformIn 2017 i was nominated the Corporate coordinator of the Industry 4.0 plan, to guaranteee a full alignment between all the different corporate functions and to supervise the injection of the new digital technology.Recent articles about my role:http://www.corrierecomunicazioni.it/protagonisti/18120_bracco-cura-globale-a-dosi-di-it.htm

As Group CIO I’m member of the Board and I’m responsible for all the Information and Communication Technology area at group level. I’m in charge to define the ICT strategy, in accordance with the overall company strategy, to define and implement all the relevant IT projects and, clearly, to support the day by day operations.The IT Budget is over 20 million Euro / Year and I lead a team of 45 people across the world.At my arrival the IT infrastructure of the group was not integrated, based mainly on legacy operational systems and mainly focused to support local IT infrastructure.During the last 4 years we began to create a solid, homogeneous and integrated infrastructure bothat local and at group level, Then we selected the critical solutions on which our IT strategy has to be based on: Oracle EBS v.12 as the group ERP, Oracle Hyperion as BPM system, Websphere-Lotus Notes as Intranet / Collaboration system.The most part of these projects has been successfully delivered at headquarter level which cover60% of the overall turnover of the company, and now we are working to extend these solutions to all the group subsidiaries across the world, starting from the European operations (France and Spain).

I started my experience at Gruppo Faber as a consultant, leading a complex project in the Busienss Performance Management area.After having delivered successfully this project I was asked for joining the group as the Group CIO. The IT Budget was over 3 million Euro / Year and I led a team of 15 people across the world.In 2002-2003 I planned and led the implementation of the new Primary system for the Group (SAPR3 v.5). The headquarter was live since beginning of 2003. Then we led its roll-out to all the main subsidiaries of the group. We completed the roll-out of China (2004) and Turkey (2005).At the same time we restructured all the group wise IT infrastructure, centralising or outsourcing the most important of them.In the 2005 Franke Group acquired the majority of shares of Gruppo Faber.I was involved in a fast and complex integration project (to centralise the most part of the IT services at the IT Group Central Department in Aarburg – CH). We completed this project on time and we also had the opportunity to share our best practices.Article about this role:http://www.imprese.intesasanpaolo.com/portalImpn0/pdf/Dossier_internazionale.pdf

Member of the Board and advisor for the ICT strategy and implementation.I supported the company Board of Director to identify the key issues for leveraging the relevant IT investments that the company made in the previous years.I also supported the IT department in defining short term goals and to measure deliverables and results.

Chief Information Officer of the Group, i led the definition of the new I&CT architecture for the entire group based on SAP as the Primary System.

I was in charge of the IT department turn-around and evolutionn supported by a rapid implementation of a standard ERP (Baan IV) and of an enterprise-level BPM solution (SAS).

My responsability was to coordinate all the EDI / Internet EDI project across all the EMEA subsidiaries of Whirlpool.The project includes: - Trade Partners implementation of EDI messages - Definition of European standards to share with all white goods manufacturer (I was the whirlpool representative at EFER)

I joined Whirlpool as IT Project Coordinator for the Italian Sales Division, supporting the implementation of new IT system in the Sales, Demand Management, Invoicing, Customer service, logistic and After Sales area. As the Comerio site was also the EMEA headquarter for Whirlpool Corporation, I was asked for leading the roll-out of these solutions for Spain and Portugal.

After my university degree i entered RCS Editori as an Analyst - programmer. I took part to one of the first italian implementation of the DB2 relational database.Then i was project manager for several projects in the sales / logistic area.