Expert reviewer and coach for start-up CleanTech and Advanced Materials Startupinitiative Banca Intesa SanPaolo - , Milano (Italy)As a Member of IBAN - Italian Business Angels Network - I am invited 5-6 day/year by Banca Intesa SanPaolo to the Venture Forums, as a jury member assessing the investment attractiveness of attending startups and/or spin offs, and coaching them to improve presentation skills and pitches. Quite often, this leads to further collaborations as Coach, Mentor, Advisor, Fundraiser, Co-pilot.

I am invited 10-12 days/year by TechTour Staff, to many Venture Forums held in a number of European towns, as expert reviewer or jury member, for assessing the investment attractiveness of applicant start- ups. I coach start-up team members to improve their presentation and pitching skills during the previous dry run session.Excellent international networking opportunities.

Fostered start-up teams: Panoxyvir (2016) and Prometheus (2017 – present).

Assistant of Board of Directors - for Strategy and Business Model redefinition NHAZCA Srl - Spin Off Sapienza University of Rome, Rome (Italy) in Natural Hazards Control and Assessment. Key tasks: - finetuning the Business Model, updating Business Plan- identifying complementary industrial partners- assisting the Company in raising appropriate funds for business development.

Project Leader at Certiquality Srl, Milano (Italy), a Quality Certification BodyWithin the Innovation and Diversification Strategy of the Company, a new Product/Service named: ICA - Innovation Capability Assessment - has been developed. A very new advanced Service for Small and Medium Enterprises, already Company clients. Key tasks: - Coordination and training the working group- Innovation process, evaluation of Innovation Capability, SWOT and Strategic Vulnerability Analysis.

Involved in an advanced industrial project, developing strategic plan and innovation process in renewable energy resources, in Home and Building Automation sector (Domotica)Key tasks:▪ Coordination and development of advanced industrial projects in Home and BuildingAutomation business.▪ Establishing strong co-operation with Politecnico Milano - Energy Dpt. and with otherindependent Research Centres, skilled in sensors and related software.▪ Funds raisingKey achievements: Developed an Advanced Research Project for improving the safety degree of a BioEthanol Fireplace. Total investment 460 K€. Total raised funds 305.5 K€ from the Lombardy Region.

Advanced Composite Materials for Building and Furniture IndustriesDeveloped a proprietary production process of light natural stone panels made of a thin slice (5 mm.) of real natural stone (marble, granite, onyx, travertine, limestone etc.), reinforced by an aerospace sandwich structure with aluminium honeycomb, made stiff by 2 fibre glass cloths, impregnated with epoxy resins. A real breakthrough in the building industry. Very light (just 16 kg/sqm compared to 90 kg/sqm of traditional solid stone), very big (up to 300 x 150 cm.) very strong and practically unbreakable, compared to solid stone.Made a detailed business plan in order to raise up appropriate funds up to 2.2M €.Key achievements: during the early 90s, the marketing efforts were concentrated at international level – about 85-90% of sales were abroad (e.g. Germany, Japan, USA, France, UK, U.A.E., Israel, Finland, etc.). Subsequently, the product was accepted by Italian architects and the turnover of Italian sales peaked at 40%, while the growth of sales on the international markets remained high. Total sales ~ € 2.4 M. Simultaneously there was a continuous development of:-Products: following aluminium honeycomb (quite expensive), other core systems were developed such as plastic honeycomb and ultralight glass micro spheres core;-Process: great improvements in all production process steps were implemented while a substantial cut in costs was achieved as well as increasing margins (more than 50% in 15y);-Applications: the main application of the light panel was for building claddings. Later, progress of new product performance and development of new finishing techniques led to penetration of new market segments - furnishings, interior coverings, cruisers, ceilings etc.

Managing Director - SIPA Zoppas Group - Process Engineering and Automation Key achievements: - changing management Culture- reorganization of the Group’s technical departments, revealing “hidden” technical synergies among the companies of the Group. - moving Zoppas Group from an almost captive market (Zanussi Group/Elettrolux and S. Benedetto Group) to the international engineering and automation markets.

PSA, established in early 1987, was the result of the merging of 3 Pirelli Group companies: SAGA Spa, Pirelli Componenti Auto Spa and Pirelli Accessori Industriali Spa.Key achievements: Definition of company mission; identification of the profitable business units, divesting of some loss-making businesses, shutting down one of the 3 factories, then integral reorganization of the new company. In 1985 the total sales of the 3 companies were ~€ 72.5M, while the total loss was ~€ 3.5 M and total employees 1,530. At the end of 1987, the new company was already at break even after the de-investment expenditures, while the sales were reduced to € 63 M and the employees to 1.250.Business: Products and Systems for reduction of vibrations (shock-isolating mountings) for the transport industry (cars, trucks, trains, etc.)

General Management P.C.A - Pirelli Componenti Auto Spa - Torino and P.A.I. - Pirelli Accessori Industriali Spa - MilanoKey achievement: joint management of the 2 companies in order to identify common business units, synergies, overlapping, loss-making businesses to be disinvested, and merger altogether with SAGA in the Newco PSA – Pirelli Sistemi Antivibranti SpA.”

SAGA was a joint venture 50% Fiat - 50% Pirelli, an engineering company dedicated to Research, Development and Sales of Products and Systems for reduction of vibrations (shock-isolating mountings) for the transport industry (cars, trucks, trains, etc.);For 40 years the company had been “protected” in the market as a Fiat subsidiary. Fiat was a “captive” market, covering more than 80% of SAGA sales.Key achievements: - “Revolutionize” company culture, both inside and at Pirelli and Fiat top management level. - Successfully convinced the top management of Fiat and Pirelli Groups, respectively to sell and buy the Fiat shares, while maintaining the collaboration between the Fiat Technical Centres and the Pirelli manufacturing companies.- In 1985 SAGA Spa belonged 100% to Pirelli. With 85 engineers and technicians in R&D, started to develop the business internationally.

Technology Scouting, Assessment and Transfer.Member of the Board (representing Pirelli Group) SITI-Worldtech Spa - Rome (Italy) - joint venturePirelli, Fiat, SMI, Olivetti, Gepi, Fime, Insud, C.D.C. (Control Data Corp.-US)Gepi (Gestione Partecipazioni Industriali) was a state-owned company, established to recover Italian companies in financial trouble, due to technological default. Gepi was looking for new advanced technologies to revitalize its companies. Key achievements: - Implemented a technology assessment process in all operating companies (shareholder of Siti Worldtech), based on C.D.C. know-how, in order to scout innovative technologies (which were not key for the owner companies) and to sell them to Gepi.

General Manager SMAE spa - Pirelli GroupCompany was established in the 1960s to produce all rubber components for Italian car manufacturers in South Italy.Key achievements: - shifting company national strategy of having a full range of rubber components to a worldwide strategy for a specialized, highly-innovative business. - International Business expansion; New Products and Processes development; Costs control Procedures; Human Resources management, Restructuring production activities, Shutting down non- profitable factories, Trade-union relationship management, low added value production Delocalization or Externalization- As a result, the company became one of the most important European leaders in sealing rubber profiles, with sales jumping from ~ €9.5M in 1981 to ~ €18.5M in 1984. Export sales raised from 0% (1981) to 12% (1984).

Corporate Strategic Planning Manager and Deputy chairman of G.I.C. - Group Innovation Committee - Pirelli Spa - Holding Company of the Pirelli Group, Milano (Italy), industry: Tyres, Cables, Rubber Products etcKey achievements: - Implementation of a formal bottom-up strategic planning process, involving all business unit managers (including the respective line managers) to spread up the culture of strategic approach and rethink to all day-to-day activities across the Group. - Attractiveness analysis of new businesses selected by the G.I.C. (such as Sport Products; Computer Aided Education - in collaboration with Control Data Corp and Mondadori Group), - Special strategic analysis for businesses making losses, such as mechanical airport displays of Solari Spa, belonging 100% to Pirelli Group,- Strategic plan for businesses with very high opportunities for growth, such as car rubber components.

Visiting Lecturer: Strategic Analysis, Planning and Control - Theory and Practices - at: Milan Bocconi University - SDA School of Management;Visiting Lecturer: Oil and Petrochemical Industries - Structure and Development - at IEFE (Istituto Economia Fonti Energia) Institute for Energy Resources Economics - Bocconi UniversitySpeaker: General Management and Strategy at: INSTUD – Varese (Italy) Speaker: The European Rubber Industry - Structure and Perspectives - at The Administrative Staff College” of Henley on Thames (Oxfordshire)–UK.

Engineering Company belonging to Montedison, Italcementi and BastogiKey achievements: - implementation of development process for new activities, identifying and integrating skills and knowledge in the 3 mother companies.

Member of Working Group "Euro - Arab Dialogue for the Petrochemical Industry" at European Community in Brussels.key achievements:- Analysis of World Petrochemical Industry, new scenarios and new feasible deployment of the petrochemical concerns in Europe and Opec countries.- Several lectures in Bocconi University - IEFE - European Institute for Energy Resources.

Deputy Project Leader Montedison Group - Corporate Strategy & Research Dpt.Cooperating with Harvard consultants of MAC (Management Analysis Centre), to define and implement a full Strategic Planning Process in all Montedison business units.Key achievements: At that time, Montedison was a big conglomerate group with relevant assets in a wide range of Chemical Industries as well in many diversified activities, out of the chemical core business.Therefore, the priority was to split down so many no chemistry related businesses, organizing them into coherent business units for better identifying de-investment opportunities. For core businesses - Petrochemical and Fine Chemicals - careful strategic analysis were carried out as background for a bottom-up strategic planning process. This process involved all line managers who were trained to manage their own business with a strategic vision and shape the action plans accordingly in line with the human and financial resources involved.

- Sales and Marketing Dpt. - Chemistry & Advanced Materials- Group Planning Dpt. Responsible for Market Research on Plastic materials, Elastomers and Techno-polymers Key tasks: techno-economic analysis of investment proposals based on industry analysis and/or market/product research at European and worldwide level