Creation of Controlling business model in the company identifying: the strategic KPIs needed to manage the business and the proper Responsibility/Cost Centres structure to lead the company in the right direction. Budget creation for headquarter and the commercial subsidiaries and variance analysis against the previous year and budget.Creation of monthly reporting to highlight performance in terms of: P&L margins, Market selling performance (divided by Channel, Product Line and… Show more Creation of Controlling business model in the company identifying: the strategic KPIs needed to manage the business and the proper Responsibility/Cost Centres structure to lead the company in the right direction. Budget creation for headquarter and the commercial subsidiaries and variance analysis against the previous year and budget.Creation of monthly reporting to highlight performance in terms of: P&L margins, Market selling performance (divided by Channel, Product Line and Geographical area), Supply chain Lead Time and reliability, Costing variances and Logistic Service level. New ERP Project implementation.Ad hoc analysis and projects involvement to guarantee the right economical evaluation and, when requested, the returns of investment. Show less

Preparation and evaluation of all new products' business plan in order to guarantee economical profitability and coherence with company strategy.Team support and expediter for all projects of new product introductionNew product performance analysis: volumes, turnover, marginality Benchmarking versus competitors and market analysis

I check the direct materials consumptions performances in all Luxottica plants that is one of the main part in the cost of product. With my team I provide the report to the management and I'm involved in the production process benchmark between different plants in order to find and share the best practices. For the After Sales Business Unit my team and I prepare the P&L for the three streams: returns, warranties and spare parts. We are also involved in the analysis by brand and by market in… Show more I check the direct materials consumptions performances in all Luxottica plants that is one of the main part in the cost of product. With my team I provide the report to the management and I'm involved in the production process benchmark between different plants in order to find and share the best practices. For the After Sales Business Unit my team and I prepare the P&L for the three streams: returns, warranties and spare parts. We are also involved in the analysis by brand and by market in order to provide information about the service level and the costs related. Show less

I check the performances of the entire world "chain" of Luxottica, from product development to production and wholesale and retail distribution channels. This is a key activity in a business where speed and synchronization are critical success factors. I participate with my team in warehouse optimization projects in order to ensure the correct level of service and minimize the inventory level required.

As Plant Controller, I'm responsible of all exspanses in the Plant, I prepare the budget and, together with the Plant Manager I fix the targets, strategy and investments of the Plant. With my team I check daily the production performances due to the labour intensive plant typology. Due to my previous experience I'm taking part in the SAP introduction in the Luxottica Group, working together with the central controlling team and the colleagues of other Plants of the company.

As controller in the most important division in a Plant focused in the introduction of new products, I worked constantly in inter-functional and international teams cooperating, mostly, with R&D and Marketing. This allowed me to deepen my knowledge on the technical features of my products and the stages of New Product Introduction; these skills together with the know-how acquired on the cost structure of products make me able of managing the dynamics of a project as the process of developing a… Show more As controller in the most important division in a Plant focused in the introduction of new products, I worked constantly in inter-functional and international teams cooperating, mostly, with R&D and Marketing. This allowed me to deepen my knowledge on the technical features of my products and the stages of New Product Introduction; these skills together with the know-how acquired on the cost structure of products make me able of managing the dynamics of a project as the process of developing a new product. As a result of these skills, I took part in Design to Cost Team aimed to seek synergies and improvements in existing products. Budgeting, costing and investments profitability were part of my job.In 2010 I was involved in the migration of SAP system, in use throughout OSRAM Italy, within the unified system of Europe (so called E5). In particular for the CO module I was asked to analyze the logic underlying the planning, the reporting and the costs analysis in order to ensure the perfect compatibility and functionality in the new system. In this experience I took part in the international team and local team in order to coordinate the different functions. Show less