After scaling the team and strengthening the Middle East Innovation Network Ecosystem of local and global partners, I’ve focused on leading the delivery of MISK Leaders 2030 program. 2030 Leaders is the Misk signature leadership program: an exclusive world-class leadership development training that aim to upskill 1,000 senior Saudi executives and to accelerate KSA Vision 2030 attainment. After having led the detail design of the program together with an ecosystem of partners that include Esade, CERN, Minerva, Willis Tower Watson and CCL, I’m currently leading the delivery of the Accenture component: the Capstone Project. The Capstone Project is a 9-months journey, - composed by classes and group assignments - aimed to foster in participants the entrepreneurship and consulting mindset necessary to solve a given thematic challenge, that through participant groups’ solutions may accelerate Vision 2030 objectives’ attainment. At the present time, four different cohort of 50 participants are active with different themes: Artificial Intelligence, Leisure Tourism, Cashless Payments and Green Energy. Prior each cohort an ecosystem – led by the relevant ministry - is built by engaging different public and private sector partners, from the Kingdom and the world, to define the participants’ challenge based on the national priorities’ urgency. Ecosystem players are, after, joining the team I’m leading to deliver physical and virtual classes as well as to coach participants’ groups.

Accenture have been engaged by a government instant payment provider to define a new role for its innovation department by ensuring a clear corporate value creation. I’ve led the delivery of an engagement that defined the department new role, its operating model and ecosystem strategy by working with all organization C-Levels, parent company board and several financial sector players. The department is now able to prototype and directly pilot in the market new concepts.

Davide led Accenture engagement to enable King Abdullah University of Science & Technology in designing and executing KAUST Challenge - Ideas and Solutions for Hajj & Umrah 2020, a crowdsourcing initiative that seeks ideas and solutions to improve the Hajj & Umrah experience for pilgrims and advance efforts to make Makkah a smart city. The winners were chosen from over 1,300 applications from 30+ countries from around the world through a comprehensive selection process and won a combined prize amount of 1.3 Million SAR. Following the success of the first edition, I've been proud to support KAUST in managing also the second edition focused on the Future of Media: another sample of the power of crowdsourcing that can nurture the development of Saudi talent contributing towards a vibrant society and thriving economy in Saudi Arabia.

Having received the mandate to launch a regional Innovation capability, I’ve setup our Research capability – to study industry and consumer Trends and publish Thought Leaderships, our Ventures & OI capability – to monitor the local startup market and to bridge global startups with our clients with combined value propositions, and an Innovation Centre focused on Tourism in Dubai – to showcase the future to our clients, while designing new Offerings to support our Clients for their Innovation and Meta Strategies, Culture Re-design, Spaces, Startup Challenges, CVCs, Venture Builders and Leadership Programs.

Davide led the setup of an Innovation Factory for a leading KSA Business Services Firm to sustain the vision to become Innovation catalyst of the region including CVC and other innovation capabilities design.

Davide led the Ecosystem Setup for a leading Middle East Bank with the objective to on board regional leaders of different sector to deliver new cross-industry experiences for UAE residents and visitors.

Accenture was supporting a leading maritime global player in governing a major IT Transformation including IT Governance, Competence Centers Setup, Business Processes Review, Change Management & Communication, Strategic IT PMO and Enterprise Architecture.I supervised the program with a team of 20+ resources and client relationship.

Following Up to the defined IT & Digital Strategy, the Restaurants Conglomerates asked to Accenture to enable a 2-speed transformation helping them to select IT PPM Suite and launch a Digital Hub.First stream, that enabled the traditional systems transformation is focused in design the processes of Demand, Project Portfolio, Project Management, Service Catalog, TCO, Chargeback and Finance processes as well as define tool requirements and conduct a SW evaluation.Second stream aimed to launch the first Innovation Centre of this kind in the region with a mix of internal and external resources focused on prototype and pilot all innovative ideas conceived in the previous project. In particular we prioritized the prototypes, designing the operating model and define the business case.I was responsible for both BD and delivery of this piece.

Accenture was supporting one of the major Restaurants conglomerates of the region to determine its 3-year Enterprise Technology and Omni-Channel Roadmap. The first phase of the journey aimed to assess IT Applications & Infrastructure Architecture, Capabilities, Financials and Initiatives as well as to define Fast Dining Customer Journeys based on multiple interviews, data collection, surveys and workshops held in multiple Countries with international SMAs. In the To Be phase, the project was focusing on defining an IT Operating Model, new Org. structure, Applications and Infrastructure’ needs together. The final phase included the Transformation Roadmap and related BIZ case.I was responsible for both BD and delivery of this piece of work.

Accenture supported one of the major restaurants’ conglomerates of the region after its acquisition. The client was in need to swiftly set up a new organization for its restaurant business, according to the newly designed operating model and based on the principles of delivering brand excellence and leveraging the scale of the business. The collaboration between the client and Accenture delivered a new organization set up which is agile to respond to the market demand and at the same time cost efficient. This resulted in 11% saving in labor costs. During this engagement, I was leading three functions and supporting project leadership to manage client board.

Accenture was EXPO2020 Dubai Official Premier Partner. I’ve led the Business Case development for the mega-deal and shaped the IT & Omni-Channel Strategy component.

Accenture, in partner with a leading telco provider, has been mandated to strategize and deliver all needed IT and Digital requirements for a major entertainment destination in the UAE. I’ve led, first, the business case development for the complex multi-year partnership and after, the IT & Digital stream that included from the Customers’ Channel Strategy, the IT Strategy & EA up to the Service Catalogs and Chargeback mechanisms between the property and different parks’ operators.

Major UAE Telco provided CEO asked a comprehensive Digital Vision.Jointly leading the project, we was designing a 3Y Digital Program addressing digital holistically across the company impacting:- Channels- Products and Services- Processes- Organization & Culture- Technology Foundations

Accenture became partner of Etisalat in order to delivery end to end all necessary technology, from the IT strategy to the infrastructure for a new major entertainment destination in the Middle EastIn these months of deal shaping i was owner of the technology strategy component both in terms of content than financials for a major entertainment destination withing an overall digital program.After several complex deal shaping and several workshops strategy component includes:- Service Catalog and Chargeback- Enterprise Architecture- Strategic PMO

Major Oil & Gas Company faced several re-organizations and few strategy projects. All projects was successful in the design phase but no one implementation roadmap has been pursued. Further, IT budget is under top management attention because much higher than the competitors’ one. Quality division issued an RFP for transform IT from Cost Centre to Profit Centre.Initial scope of work was really unclear and the knowledge of the client on the topic was really low.Therefore, during the AS IS assessment phase a “service model framework” (composed by demand management, service catalog, service costing and service chargeback) has been designed and explained to the client.Once the AS IS information has been collected and the client understood that whatever service model should follow the basics of the service model should be fixed, the TO BE phase was performed in 2 approach:TOP DOWN: following best practices and performing several workshops high level guidelines for each service model area has been identifiedBOTTOM UP: starting from 3 selected services, service catalog structure, granularity, data and service chargeback policies has been selectedFinally, a detailed roadmap for achieve the target picture has been derived.The client was particularly pleased for the ability of Accenture Strategy in only 7 weeks to not deliver only “paper” but even practical guidelines (including 50 meetings/training with 25+ people involved at all levels) and tools that will enable the client to start immediately the transformation.

Qatar telco provider aimed to increase his market share through its B2B products portfolio and offering.During the project i was helping to coordinate several activities including:- market sizing and segmentation analysis- competitive analysis (offer and pricing analysis, role in the value chain, partnership made,..)- customer needs assessment and differentiators- go-to-market strategy (operating model guidelines, implementation plan and organization structure) - to-be product and service roadmap- business caseIn particular i was completely owning the activity related to the market analysis and business case.

Saudi Governament Company has been tasked by the Saudi Government to create a world-class sports facility, combining a state-of-the-art football stadium with the Kingdom’s largest and best multi-purpose sports hall and a range of outdoor facilities. In order to hand over the Sport City to GPYW (General Presidency of Youth Welfare) completed also in terms of contents and strategy, Aramco asked to Accenture to deliver what’s required to operate the sport city, in terms of business and marketing strategy, operating model, organization structure and people requirements, and of course technology.I was leader of the technology stream that had as major outcomes:- Delivering of target application & infrastructure architecture, along with guiding principles and initiative roadmap, with investment costs of 30m+ USD - Engaging a wide range of global sports & technology SMEs (including assistance from vendors, e.g. Cisco) to develop targeted recommendations, especially around the target ticketing and omni-channel solutions- The roadmap recommends an immediate start for ERP and CRM deployments (based on Microsoft Dynamics), as well as upgrades to the ticketing system and implementation of customer facing channels including website- Future/ longer term initiatives include a sports city wide remote sensor platform to enable centralized management of all security, safety, and monitoring activities (to be truly a digital city), mobile app developments, and advanced analytics

UAE Telco Provider is looking for a partner in order to- Build the commercial and technology Cloud Platform- Support the operations of acquired Cloud consumer- Turn-key approach including HW and SW resellingIn this important and strategic tender that involve Strategy, OG, IS and IO I am responsible of the BIZ case and i helped in PM acting as trait d'union of the different ACN practices

Starting from February he was involved in different activities, always working directly with global CIO and his functional references mainly in Italy and US:- IT visioning Workshops preparation on different topics like: IT Shared Services, IT Infrastructure sourcing alternatives (Cloud), Enterprise Mobility & Remote collaboration Architectures- Organizational projects: after definition in 2012 of new ICT organization, he helped Infrastructure lead to assess and create a unique global competence center;-Service Desk projects: initially engaged as functional expert of service desk projets, he was involved as project management support helping managing another external supplier in charge of development and supporting pilot go live in Canada;- Service Catalog: working with all ICT area create an IT Service Catalog defining all ICT services deployed to the business, indviduating costing and collaborationg with another supplier in charge of defining chargeback rules. This activities permict him to have an high overview of all services ICT manages.

During 2010 the Group conducted a high level analysis on the ICT Re-Shaping opportunities, in order to develop an ICT Overall Strategy which will drive potential improvement of ICT service effectiveness, quality and cost efficiency, through the international rationalization of all key components of ICT: Governance, Infrastructure and Applications.As first step to manage new global IT organization, CIO decide to make for the first time one global budget. After collaboration in definition of new corporate budget process, He have helped CIO and IT Finance manager to gathering, consolidating and analyzing data from different countries (UE and NA). This activities permit him to develop a good trust will all IT management including global CIO and CFO also thanks some travel in US legal entities

Enaged on January 2012 for support a Customer Team for modify a customer satisfation index in order to better response to Business and Operations needs.Pilot Phase has been based on new principles that required the complete review of II level operating guidelines and consequently the review of index in terms of parameters logics, weights and values.Main project phases wasII Level Operations Support assessment of all operative guidelines of II level with interview, agents shadowing and propose of improvementKPIs Analysis Identification of existing KPI, verification of logics and monitoringParameters Revision Revision of index values and weights based on operative guidelines and business needs.