Reporting to the Vice President Operations Europe, I am responsible for leading GKN industrial operations in center Italy. Context: Automotive Industry, mass production, lean manufacturing and high level of automation.

Reporting to the VP Turbomachinery, I had responsibility over 11 functional managers from 4 different nationalities. Specific to the business: 6 months cycle time, production of both standardized products and engineered to spec. products, precision mechanics, rotating machinery. - I led the business turnaround achieving substantial improvement of the financial KPI and , at the same time growing revenues and Sales. My action included: re-defining of Strategic goals and re-positioning of the brand and the products; market analysis and identification of profit pools; sales network and commercial partnership development; product portfolio rationalization and implementation of R&D plans; negotiation of Frame Agreements with key Customers and tendering to international projects. - At the beginning of my role as GM of Lufkin, I took responsibility of business restructuring, with the goal of right-sizing production capacity and capability and global resources, reducing fixed costs and delivering productivity. The program included the restructuring of twp production sites, hiring and training of new resources, the transferring of production lines to consolidate production capability, implementing of Lean Manufacturing and of a new ERP to increase production capacity.

Reporting to the GM Turbomachinery, I lead a team of 10 functional managers, of which 9 French and 1 Italian. Specific to the business: job-based activity with 12/14 months cycle time, customized production and engineering intense, mechanical rotating machinery, and a large global customer base. - During my three years responsibility we achieved an overall improvement of all the key business KPI, getting to excellence in on-time-delivery and reducing cost of non-quality. Key to the success was the revising of planning and production cycles and refocusing of internal capability to core competences while developing outsourcing for non-core operations.- I led the implementation of a new business process focused to drive productivity by merging in a new team resources from different functions with the goal to revise all purchasing specs and production plans, to drive design-to-cost, maximize sourcing from low-cost suppliers and streamline production.- I manage to increase the Service business, by focusing dedicated resources to after-market support and field service and implementing a new planning tool for dedicated production capacity.

Reporting to the GM Product Leadership, I was responsible of a product line, leading technology development and commercialization strategy, coordinating a team of 20 international resources. During my responsibility I achieved following goals: - I led a major turnaround of the product line, gaining market shares and achieving market leadership, at the same time improving the gross margin. - I led a program to reduce production costs, involving internal resources and external consulting;- I managed to successfully lead the design, industrialization and commercialization of a new product for gas transport, based on new seamless design and Active Magnetic bearings, achieving market leadership and getting orders from Europe and Middle East.

Reporting to the VP Global Sourcing, I covered roles of increasing responsibility, within the Global Supply Chain function:- I had responsibility, as Global Commodity Leader, over a $600M buy portfolio covering electro-mechanical products. I led a multinational team, driving scouting and qualification process for new suppliers in low-cost countries; negotiation of Frame Agreements in China, India, Est-Europe and South America.- I was responsible to build and lead a Sourcing team in France, composed of 25 professionals, taking personal care in the recruiting and training process and leading the implementation of a new ERP for Global Sourcing. In this context I managed a portfolio of about $150M buy including direct material (forgings, castings, lubricating and sealing systems, control systems, electric motors, VFD and electric generators) and services (Logistics and Transportation, facility maintenance, contractors).- I led the design and development of a new Service Shop for Gas Turbine maintenance in Trinidad, including the scouting of local contractors for civil and erection works and personally taking care of contract negotiation. The new shop was built within budget and time schedule.- as Supply Chain leader, I was a member of the team who performed two international acquisitions (M&A). Strong analytical skills and ability to interact with top management were key to the role.

Managing Director. Reporting directly to the President, I covered roles of increasing responsibility: starting as Information Systems manager, I progressively included responsibility over Business Process, Operations, Finance, and up to the General Manager role. I led the implementation of the ISO 9001 Quality System and participated to the international road show for the IPO in 2000. In 2002 I led the business restructuring and personally managed two lay off procedures involving a total of 80 people, negotiating with Labor Unions and internal resources.

My first professional experiences have been developed within the context of scientific research at the C.E.R.N. of Geneva (CH). My contributions were in the field of micro-electronics and development of control systems for particle detectors hosted on satellites and on the International Space Station.