Leadership, P&L management, asset management, turnaround and value creation, product ownershipLiquified Propane Gas Division under management representing c.15% of Group’s total Revenues (c. €40m).- Held accountable for the overall assets’ performance (required cash flows and IRR targets), financial management, sales, and operationsResponsible for transforming underperforming business into stronger one by increasing profitability through revenues growth, implementation of efficient operations, and unlocking synergies.- Created value by improving EBITDA margin by 20% though sales growth, increased ARPU, streamlining of operational costs, and working capital optimization (supply strategy)Managed business expansion and growth strategy both in the B2C and B2B segments.- Led assets’ acquisitions through SPA transactions and APA framework agreements, increasing footprint- Expedite organic growth through product development, improved market intelligence, new commercial strategies, new channels and go-to-market strategies, and execution of investment plans- Rationalization and innovation in infrastructure design to fulfill clients’ needsPromoted cooperation in innovation and co-investments in new Bio-LPG production technologies to accommodate energy transition and decarbonisation policies while securing assets profitability.Implemented digital transformation through advanced analytics, IoT and AI technologies.Built a new corporate organizational structure and created new subsidiary company for the LPG business.Accountable for communications and negotiations with external and internal stakeholders: clients, wholesale gas suppliers, contractors, administrations, regulators, Group’s B of D.

Transactions, assets acquisitions and takeover, and business development in renewable sectorExecuted several M&A transactions to acquire assets worth €170m as part of Company’s expansion strategy.- Led assets’ valuation, and due diligence processes planning and execution- Negotiated SPA and APA contracts’ terms and conditionsLed cross-functional integration of gas distribution assets portfolios and clients acquired from sector incumbent players.- Consolidated into Redexis structure over 100.000 clients, increasing x20 the size of the business- Negotiated post-acquisition deals with sellers resulting in over €2m compensation packages- Deployed value accretive investment plans to improve and optimize acquired assets’ performanceParticipated in Goldman Sachs IP sale transactions to CNIC, USS and ATP in 2017 and 2018: EV of €3bn.Identified and launched new business opportunities to foster growth through diversification into energy transition and renewables.- Defined business plans in new ventures: LNG/CNG fueling stations; solar distributed generation; value added services; small-scale natural gas installations- Structured a subsidiary NewCo to engage in new lines of business in the deregulated market

Strategy, restructuring, project management and processesLed an 8-month fast-paced takeover and restructuring process that successfully integrated a natural gas company with 41 employees, over 115.000 customers (25% of Redexis base), and 2,500km of gas networks.Performed M&A valuations and launched expansion investment plans as part of Company’s growth strategy.- Completed valuation analysis and executed transaction of gas distribution company worth c.€240m- Valued the 3rd largest gas distribution operator. Identified €15m operational efficiencies (c. 15% EBITDA)- Led project infrastructure division to prepare a €250m investment plan to gasify 150 new municipalitiesManaged a 12-month aggressive wide scale decoupling from Endesa and corresponding corporate turnaround.- The project was value accretive in terms of business governance and costs: €5m run rate cash cost savingsDefined a process improvement transformation plan to implement an optimized operating model: commercial lead times reduced by 50% and increased overall production capacity to achieve 2015-2018 growth targets.Assisted the regulatory strategy through modelling the Gas tariff deficit to define Redexis’s positioning in 2014 gas system’s reform, resulting in zero impact on the company’s retribution compared to peers (€-110m).Enhanced corporate reporting to communicate more effectively with investors and other stakeholders.

Developed a strategic framework for breakthrough supplier management for Upstream operations, aligned to the increasing Executive focus on the performance third party suppliers and their associated risk profile

Managed projects and due diligence for both public and private clients in logistics and transportation services, mobilityand infrastructure operators, as well as supply chain in several industrial sectors.- Led several asset investment opportunities and services, privately, publicly, and PPP promoted- Performed market analysis; advised several transport and mobility operators; participated in highway concession projects; supported public institutions in logistic infrastructure planning - Built a broad collaboration network of partners both in the public and private sectorsPerformed analysis and modelling in the transportation and mobility sectors to identify infrastructure and operational solutions to improve business performance.

Performed analysis, modelling in the transportation and mobility sectors in order to deliver solutions for operational problems that help to improve business performance.