Since my hiring at DG MARE of the European Commission in 2012, I work simultaneously for two Units, dealing with different and unconnected issues, colleagues and timetables (presumably I am the first one ever to work for two Units at the same time). My main tasks are:• financial management of grants;• financial management of public procurements;• recurrent and 'ad-hoc' financial reporting;• drafting of interpretative reply on financial, legal and auditing issues;• drafting of working notes on methodology on payments and auditing related matters connected to grants.Transferred to EASME (one of the EC Executive Agencies, no longer existing now) in 2015, and to CINEA (a new one of the EC Executive Agencies) in 2021, I usually deal with the same issues.Achievements:o an excerpt from the first assessment I’ve received since my joining DG MARE: my hierarchical Head of Unit writes, in agreement with my functional Head of Sector (belonging to another Unit), 'Francesco arrived in September with a complex role to play, having to juggle tasks and responsibilities between two Units, A1 and A3. In this respect, his prioritisation of tasks has been very good and he has been able to find a balance to complete the tasks for both units. He regularly met his deadlines in time and is eager to learn. In terms of abilities, Francesco has very quickly understood the Commission's procedures for financial management. He has a strong background in financial issues, and has been able to put that experience to good use ...'.o again, an excerpt from the first assessment I’ve received since my joining EASME: my hierarchical Head of Sector writes ‘Francesco is capable of assuming broader responsibilities …’.

Freelance consultant providing services to business entities working in international markets, and so spending part of my time in Brussels. If required acting as ‘project and/or team leader’ and using a ‘coaching’ approach too, I carry out the following activities:• supporting SMEs during their ‘business recovery’ and/or ‘finance restructuring’ activities, thanks to proactive solutions aimed at improving business management, boosting efficiency and effectiveness;• outlining and implementing organizational solutions aimed to draw up financial reporting ensuring the effectiveness of planning and control activities;• supporting to draw up individual/consolidated, budgeting/actual financial reporting for statutory/special purposes, during interim/year end routines;• contributing to scouting about fund raising opportunities offered by EU in aid of SMEs (I cooperated with an Italian Region, part of the EU FP7 Convergence Objective Area, playing the role of financial and managerial expert);• advising individuals with independent and unforced recommendations on shares, bonds, and currency exchange rates listed on worldwide regulated financial markets, sometimes acting as an unusual venture capitalist, especially during the then global financial meltdown.Achievements:o overcoming of the beginning conflict, even if latent only;o surfacing of difficulties and risks, not only those clearly appreciated;o achieving on time the subscribed objective, meeting the deadlines, even with shortage of resources attributed to project;o proposing and executing operational solutions sometimes not perceived by clients at the beginning, but always positively appreciated later;o yearly roi coming from the recommendations provided positive and better than the relevant benchmark cross-border indices computed in the local currency unit, always and even during the then global financial meltdown.

I am the person in charge (‘process owner’) for all the FIAT Group of coordinating the reporting activities to ensure an effective planning and controlling analysis of current and deferred direct tax charges within the FIAT Group all over the world. This project is decided by the Group Top Executive Committee. I arrange and provide educational training to Chief Accounting Officers, Tax Managers, Controllers and their staffs. So I supervise hundreds of people coming from different cultural and operational environment. I overcome a complex start-up activity across inter-functional processes, increased by the FIAT Group reorganizing itself as a ‘network business enterprise’. I am directly accountable to the Chief Executive Officer (CEO) of FIAT Gesco (at that time the FIAT Group captive shared services company executing financial accounting and reporting, company law and tax activities).Achievements:o effective and appreciated mastering of all the technical, functional, organizational, educational, and relational skills necessary to execute an inter-functional project inside a group changing its organizational framework;o a highly appreciable increase of Fiat Gesco revenue and net income figures, almost of the same amount, comes from this new service provided by the same ‘ex-ante’ FTEs of the company.

Executive with the role of the Magneti Marelli (MM, an industrial division of the FIAT Group) Group Chief Accounting Officer (CAO). When needed, I am responsible of financial due diligences undertakings and of the ‘target’ companies financial integration. At that time MM is listed on the Italian Stock Exchange and therefore subject to the new legislative measures, introducing the corporate governance rules in Italy. MM Group has a net sales turnover of € 3.8 billion a year and consists of approximately 130 companies operating in 25 countries. Charged of the operational reorganization of human resources and accounting activities contributed by MM to FIAT Gesco in Europe. This action involves a deep transformation of the business units organization, usual in MM, into a processes organization, typical of FIAT Gesco. I have a share in setting KPIs of Fiat Gesco. I am directly accountable to the CEO of FIAT Gesco.Achievements:o effective and appreciated execution of an ‘insourcing/outsourcing’ process within the Fiat Group;o timely carrying out of significant economic efficiency with an outcome of more than 25% of the base-line FTEs employed;o timely adaptation to changed legal requirements concerning the company financial information requirements, highly positively appraised by everyone involved in it.

I am the person in charge of the accounting, financial reporting and tax procedures required by the merger of Magneti Marelli with Gilardini (another FIAT Group listed sub-holding) and other twelve industrial, trading and holding companies. After the merger I am appointed CAO of the listed holding company resulting from it with a net sales turnover of more than € 1.4 billion a year, managed by business units and organized according to a matrix (i. e.: hierarchical and functional) framework. I am directly accountable to the MM Group CAO. I manage about ten people by a hierarchical relationship, and more than a hundred employees by the functional one.Achievements:o effective and appreciated mastering of a complex legal and operational business reorganization;o making human resources involved in and responsible for the abovementioned project.

Newly graduated, I am hired by Magneti Marelli to cooperate with an worldwide known consulting firm in order to set up a highly tailored software package to draw up the MM Group consolidated financial reporting, having to be audited and consistent with the FIAT Group accounting principles and timetables. Later I become the first head of the newly established MM consolidated financial reporting department and I train day by day the two people directly accountable to me. I am directly accountable to the MM Group CAO.Achievements:o immediate and effective integration in a new and multifarious business organization;o critical and proactive sharing in the execution of a project new for its professional contents and the working organization required;o acknowledged skills in managing rigorously and flexibly a job not so easy in its technical execution and spread geographically;o appreciated educational skills.