Gianluca Tanzi Email & Phone Number

Italy

Herisau, Ch

Paris, France, Fr

Selestat, Fr

Paris, Fr

Milan, Lomb., It

New York, Ny, Us

Founded in 1818 as a family business, the oldest, privately-owned men's clothier in the US.Executive Vice President, Chief Operations Officer - COOI was responsible for the management of all retail planning and allocation; IT, logistics; distribution; supply chain; sourcing, production, technical development, and product development across offices in New York, Milan, and Hong Kong, manufacturing at three plants in the US and the Made to Measure division. I am accountable for a 1st class service level, global quality, and after sales service, connecting the customer through a website to production tracking, product knowledge videos etc. I manage the MTM division too.Chief of Global Re-engineering Reporting to the Chairman and CEO Claudio del Vecchio, I led the company’s transformational go-to-market strategy, redesigning the business , transforming business processes, product position, store organization, Brand management, Design, product development, Marketing, Sales and global ways of working, supported by an extensive implementation of new software based on artificial intelligence (AI) join developed with ORS group, i.e. the overall reorganization of the entire omnichannel functions of the company, including subsidiaries in Japan, China, and Europe. Taking the lead on the management of the brand, I changed the roles and responsibilities within branding and design, and introduced a new Chief of Design for the menswear collections.

Haverhill, Massachusetts, Us

A secondary classic American tailor clothing brand in the Brooks Brothers Group, selling high quality ‘Made in USA’ clothing - suits, jackets, coats, shirts, ties, caps and small textile accessories.With yearly revenue at more than USD 60 million, I was accountable for reviewing the product position in retail, and wholesale distribution and sales for the brand that has the scope to promote ‘made in USA’ product domestically. Currently working on the launch of the brand’s e-commerce platform in support of increased sales and market position.

Gardone Val Trompia, Brescia, Lombardy, It

A privately-held Italian firearms manufacturing company operating in several countries, used worldwide for a variety of civilian, law enforcement, and military purposes.Managing Director, Clothing, Shoes & Accessories DivisionReporting to the General Managing Director Carlo Ferlito, I was responsible for the P&L of the Division, successfully executing the turnaround of the product position and the go-to-market strategy in Hunting, Law enforcement, and Military technical garments, shoes, and accessories.I introduced a complete collection for the Army and Law Enforcement business, as well as for the Country Lifestyle collection, opening a new channel of trade for the company

Biadene Di Montebelluna, Tv, It

An Italian brand of shoe and clothing manufactured with waterproof/breathable fabrics.Executive Vice President - Chief Operations Officer, Shoes, Accessories and ApparelReporting to the CEO Diego Bolzonello, I was accountable for the entire supply chain management including retail planning; the manufacturing of Footwear, Apparel and Accessories; the technical office; quality, sourcing, production, and customer service; CEO, XLOG (GEOX & DIADORA Logistic Provider)Serbia ManufacturingI was responsible for the building of a new plant with approximately 2.400 employees, manufacturing 5 million pairs of shoes annually.

Milan, Italy, It

An Italian eyewear conglomerate and the world's largest company in the eyewear industry.Executive Vice President, Global Supply Chain and Global PurchaseReporting to the CEO Andrea Guerra, I was accountable for defining and managing the strategy for warehouse placement and replenishment; the quantity and the service level of finished products, spare parts and components; production capacity planning and fine scheduling; demand planning of all production lines and wholesale network (80% of MTS); the planning of all production units, Italian and Chinese, all with vertical manufacturing and totally owned by Luxottica; the direct management of retail planning worldwide, both brick-and-mortar as well as e-commerce; and the quality of service provided across the board.Group PurchaseI managed a department in Agordo, direct and indirect purchase, two plants in China, the retail and digital sales for North America based out of Cincinnati, the US wholesale team based out of New York, and the wholesale teams for Japan and Korea, based out of Japan. 1 billion euro total buying per year.

Ponzano Veneto, Treviso, It

Founded in 1975, the company's line of business includes the manufacturing of men's and boy's clothing.Executive Vice President, Group Supply Chain & Purchasing Reporting to the CEO Biagio Chiarolanza, I was responsible for the planning, programming, and purchasing of 150 million garments per year, produced both in the Mediterranean, East Europe and Asia, distributed throughout 5.000 shops globally.Reporting to the global CEO Silvano Cassano, I carried out a supply chain integrated planning project in order to put into effect a market strategy to renew the retail stores on a regular basis and improve on delivery times. The strategy suggested to the board was to push direct sales instead of wholesale business model.

Valdagno, It

In the beginning of this experience I was in Biella as the COO and Managing director of the Lanificio Guabello, then after some months, as a consequence of the collapse of the textile division (Marzotto & Lanerossi), the Headquarter of the Group called me to lead a complete turnaround of the textiles activities belonging to Marzotto and Lanerossi.The situation was critical, 25% net losses on the turnaround, 40% more capacity than needs, 5 productions plants, 4 in Italy and 1 in Check Republic, 2.800 employees.My Industrial Plan was very strong, we closed 3 plants in Italy, improving quality and Productivity in Check Republic and Italy too, the final picture was with one plant in Italy, one in Check Republic and 1.600 employees.I introduced a new way to manage the quality that permitted to achieve the color continuity by Mark&Spencer needs.In supply chain I changed the entire way to manage the business, reducing the lead time, increasing the service level.After only two years, with the same turnover we achieved a small profit and now the Group is solid and the most important player for fabrics in Europe.

Valdilana, Biella, It

For this company, the most important wool fabric brand in Biella, I redesigned all the planning & scheduling typical activities:- Strategic planning, Capacity planning for the entire supply chain- Supplier capacity plan- Materials plan- MPS- Internal capacity scheduling - Dying - Spinning - Waving - FinishingTogether with the IT director we realized from ZERO a complete ERP, based on Dbase ORACLE wrote with object tools (1995). This project allowed us to review the entire organization of the companyFor the last tree years (1997-2000) I was the GM Operations for a business unit, Lanificio Tonella.Great and full experience, in the global review of the organizations I was also the waving director and the finishing director for a period.

Master Degree In Electronic And Management Engineering, Management, Organization And Information Tecnology

High School Diploma In Textile Design, Fashion/Apparel Design