Giancarlo Masini Email & Phone Number

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OBJECTIVES:- Consolidate leadership in Italy.- Reinforce and further develop international expansion.- Build up a strategic road map with the aim of reaching a 270 Mio Euro turnover (current 220) and a 12/15% Ebitda objectives.- Develop and implement a new customer centric go-to-market model allowing optimal coverage and penetration of all relevant sales channels.- Ensure proper organizational allignment.- Define and implement new processes to sustain change mangement.MAIN ACHIEVEMENTS:- Marketing department re-organization, functional to product innovation and go to market support.- Brand repositioning thanks to a complete master plan encompassing product development, communication (traditional and digital) and PR.- Strategic and organizational re-definition of three main Subsidiaries (USA, Germany, Asia) and business plan developments for international expansion.- Project Management methodology application (cross-functional workgroups and process development).- Innovation's weight 15% (from 2%) with 10% margin higher vs turnover's average.- 65% Export share (from 50%).- Average turnover growth 2009/2014 3.5% in a declined market scenario. - Ebitda growth from 3.8% to 10%.

- Size of responsabilities: 320 Mio Euro Italy, 200 Mio Euro Iberics.- Directly managing 4 people and indirectly their teams: Italy Sales Director packaged goods, Italy Sales Director bulk, Italy Plant manager packaging and Spain Sales Manager bulk goods.- Consolidating leadership on bulk oil in Italy.- Developing packaged oilseed business.- In charge to explore, evaluate and negotiate joint ventures and acquisition both on oilseed market and oliv oil market.

Duties- Determine Group's International Expansion Strategy.- Start-ups planning for other branches in Eastern Europe.- Danube Project set up with Start-up of the Sales&Marketing branch of Risoscotti Romania, of which I became President and Managing Director (April 05/September 06). Crucial role held in the implementation of the complete Supply Chain process (unique in Europe); from the choice of which rice variety to cultivate on the spot, to the key indications for productive process, logistics, distribution, communication and develop and promotion of product portfolios planned ad hoc for the market.Main achievements- 70% numeric distribution 8 months from the launch.- Presence in all Key Accounts and large scale penetration in traditional retail trade thanks to the hiring of 25 distributors in every province (100 people in total selling Risoscotti).- A very good level of Brand Awareness achieved just one year on from the company's establishment.- At the end of 2006 a market share of about 10% (leader 30%) had been gained.- Hypers display share equal to leader, Supers little under.

Main challenge was make profitable the Italian subsidiary (after several years in lost due to strong communication investments) and reinforce its international role.In 1999 we achieved break even point and in 2002 we got a positive operating profit of 9 Euro mio and a turnover of 105 Euro Mio (from 70 in 99).In the same year Italy improved its international role from Leverage Market to High Growth Market thanks to bigger size and positive profit but showing Excellence in the Execution Programs too.Key factor of the success was to built a Complete 3 years Master Plan based on a new strategy to penetrate the whole italian breakfast market: 1) A new way to communicate the brands moving from single brand to the new Megabrand concept (more effective and less expensive).2) An intensive Nutrition and PR program based on cereal positive values (low fat, vitamin fortification, general healthyness).3) Developing and implementing Category Management and Tailor Made promotion tools with major retailers .4) Building and constantly using Customer Profitability tool with major Retailers.5) Effective Overheads optimization Plan.6) Creation and devolpment of a winning internal culture to sustain new business strategy based on consolidation of a few distinctive values promoting "maximum people partecipation" and "continuos self-improvement".In addition to the above results in 2002 Kellogg Italy achieved third position in terms of Breakfast market share (after Ferrero and Barilla) and was recognized as one of the top 30 companies in the Great Place To Work survey.

Creating, developing and sustaining a Sales Organization starting from scratch with the objective to grow drammatically the volume and exposure in store.We achieved an yearly average of 30% volume growth during the period 93-97 and 15% shelf share in Hyper+Super vs our 3% market share in the breakfast category.

Establishing the most appropriate commercial policy to prepare intensive negotiation seasons with major Retailers