2018 - Usato 2021. Il futuro dietro le spalle. - Used car 2021. The future behind the shoulder2019 - Osservatorio mobilità 2019. Il mercato dell'auto tra evoluzione e rivoluzione. 2019 Mobility Observatory. The car market between evolution and revolution.

In charge of the newly built-up Automotive Consultant Division.Developing synergy between the Software and Digital department and Automotive Consultant divisionAdding value to software development making available to Automotive Customer the know-how acquiredAdding value to Consultant Automotive Customer delivering at same time dealer coaching and digital turnkey solutions. Book writer:" Used car 2021. The Future behind the shoulders"

Consultant company operating in the automotive. Offices London and Bangkok. New internatinal training center in Bangkok. Opening subsidiary in Italy. Many partner in all European markets and major Asian Market

==> In charge of P&L targets of all departments and the relationships between NSC and Dealer==> Sales Direct Responsibility (Planning, Volumes and Profitability)==> Sales results controls and corrective action to guarantee objectives achievement.==> New procedures definition for Marketing, advertising, rent-a-car sales and Customer satisfaction. ==> Creating cost-effective advertising programs and POS strategies.==> Planning and developing short and long-term goals and objectives annually for the whole business. ==> Weekly review with the controller of the forecasts to ensure consistency with annual projections.==> Overseeing the monthly financial statement to ensure it is complete, accurate and submitted on time.==> Overseeing the hiring and training of all department managers.==> Hiring all management positions, performance evaluations, short and long-term goals setting==> Maintaining an enthusiastic attitude to build positive employee attitudes and morale.==> Overseeing and maintaining compensation plans for all employees.==> Defining the policies and procedures of the dealership.==> Focusing on customer complaints taking the necessary steps to resolve them.

==> New Dealership set up. I was able to attract and hire top talent to round out my team, which then exceeded sales goals by 15%.==> In charge of sales and P&L targets (Sales: 300 new bike + 300 used + parts, apparel and workshop). ==> Market share (12%) +3% over Ducati national average==> Grow the market footprint within the specified territory ==> Maximize the sales opportunities to generate new revenues==> Managing Share holder relationships==> Providing owners with monthly reports on the financial condition of the dealership.==> Managing daily operations, recommending and creating improved courses of action where necessary.==> Coordinating regular meetings with the managers to ensure profitability and efficiency.==> Establishes good relationship with customer and key strategic partners==> Creating and maintaining good working relationship with lending institutions and NSC personnel

Managing Director all Italian subsidiary wholly oned by Volvo Truck Italy==> In charge of sales and P&L targets (Sales: 800 units = 30% of total Volvo Trucks sales)==> Responsible for 80 people and 5 locations (Udine, Venezia, Trento, Verdello e Zingonia)==> Main targets reached: 14% market share through sales zone reorganizations, operational expense reductions (1 million €), increase of sales profitability by 2%, After Sales profitability by 5%.==> Controls the sales results and takes corrective action to guarantee objectives achievement.==> Developing and executing of sales and marketing activities==> Manage an existing portfolio and develop new customers and business opportunities;==> Monitors competitors’ products, sales and marketing activities.==> Foster business expansion strategies. Identify market opportunities to help shape company priorities.==> Leading the implementation of agreed priority activities with the commercial team across customers and performance measurement of the results via Scorecards/KPI measurement==> Rationalizing and restructuring all Sales Agents and Salesman zones==> Providing dealership management with weekly reports on the financial condition of the dealership.

==> Thanks to sound management of the advertising budget and the effective use of sales promotion budget it had been possible to increasing the total sales by 8% and market penetration by 0.6%==> Defining new procedures for the Marketing & After Sales Department increasing the Parts & Accessories turnover by around 5%==> Provide excellent customer service and support ==> Focus on customer satisfaction, expansion of services provided and sustaining customer loyalty==> Introduced a new dealer’s basic discount system that improved company contribution margin ==> UC Brand Autoexpert launch with increase of the Dealers involved. Achieved sales target.==> Responsible for Marketing and After sales of the introduction of ISOO 9000 certification==> Supports the European Sales Director in defining and managing the incentives sales plan==> Develop and manage the annual Sales & Marketing Plan and submit monthly updates ==> Monitors competitors’ products, sales and marketing activities.==> Network and conduct regular market research to identify market opportunities==> Developing MKT plans and leads their execution. Implementing 5P strategy and brand growth platform. ==> Leading the implementation of agreed priority activities

==> The strong impact and the selective use of the sales promotion budget allowed for the attainment of the sales target, reducing to the minimum level the negative effects of the Punto model run-out==> Advertising budget careful handling contributed the improvement of the brand image ==> Reorganized Marketing & After Sales achieving the P&A budget target, winning the best Fiat CSI prize==> Reorganized and developed MKTG & After Sales statistics and forecasts to anticipate market changes.==> Used car Brand Autoexpert Market launch==> Defining new procedures for budgeting process and follow up. Supervise market trends==> Developing marketing strategies for P&A, including incentive programs and seasonal campaigns==> Manage and oversee the pricing and parts categorization, supervise the original company program related to accessories and customized it for the Portuguese market.==> Lead and coordinate P&A team, assign tasks, monitor implementation, motivate and evaluate the team.==> Responsible for Retail Operation Managers training, guidelines and activities

Marketing Director 1995 –1997==> Consolidate brand image resulting in the increase of sales from 32,000 to 35,000 ==> Preparing the “come back” of the new Mini==> Being in charge of Product and responsible for the Italian Market car specifications, ==> Reorganized department from a functional to a matrix approach, improving notably marketing efficiency==> Introduced new budgeting process based on Customer oriented policy==> Defining new system for competitors monitoring and new procedures for advertising and Mktg expensesMarketing After Sales Manager 1994 – 1995==> The After Sales strategies on customer fidelity and acquisition were completely restructured that had brought to a 6% turnover growth, as well as a reduction on dealer’s basic discount. ==> Launched new “Basic & Global” Maintenance programs and the Fitted price campaign. In a few months, 5000 Maintenance contracts were acquired and customer workshop fidelity increased substantially.==> Established a new P&A bonus system based on final customer sales rather than on invoicing to dealers. Reach all target sales, decreasing, at same time, the level of stock both for dealers and the importerDealer development Manager 1993 – 1994==> The new Dealer development strategies with an aim to improving dealers’ profitability==> Set out Dealer’s sales target based upon market potential==> Defining procedures and standards for sales, marketing, BM and Dealer development (QMA)==> Dealer H&S DMS ==> Handling of Dealer’s promotion campaign ==> Defining new procedure for the evaluation of dealer’s performances==> Dealers’ appointment / termination of contract. General handling of the contractField Manager for business management for southern Italy 1990 – 1993 ==> Dealer SWOT analysis establishing recovery plans to attain dealers sales and economic target ==> Preparation of Dealers' quarterly balance sheet==> Drawing up Dealers' annual budget; Financial - Economic analysis of Dealers' business