Operations Manager (February 2018 - March 2019)• Lead shift outbound operations. Thanks to my team, composed of six managers and 500+ associates (600+ during peak season), we were able to fulfill our customer expectations by managing all outbound processes, picking, sorting, packing and shipping the desired units at the right time.• Planned and delivered productivity plans by reviewing work forecasts, determining productivity requirements to consequently adapt my team to current demand by balancing labour. In 2018 outbound productivity increased by +5.8% YoY• Created a roadmap for all outbound projects in 2018 based on their impact and cost to implement them• Owned outbound automatization processes. By planning, implementing and rolling out new equipmentnon-ergonomic activities for our associates were reduced while increase processes productivityProject 1) Robotic tote palletizer: palletizes items at different stacksProject 2) Smart pack machines: revolutionized the way pack is conceived by just placing an item and pressing a button, increasing direct productivity by+250%Area Manager (February 2017 - January 2018)• Lead pack department with 100+ associates (120+ during peak season) based on three main pillars: creating a team spirit; developing associates; improving ergonomics and productivity of processes. By doing this, my team increased pack productivity YoY by 6.6%; associate sickness rate decreased YoY by 1.5%; 57% of my entire team were cross trained to work among other outbound and inbound departments• Drove implementation of Paper Bags on the first Fulfilment Centre within the Amazon network, a revolutionary packaging in the E-Commerce industry. Over 2.7 million units were sent to our customers on the first year after its implementation from my Fulfilment Centre, leading to yearly savings over 0.5 Mio€. Moreover, I supported paper bag standardization process, enabling its expansion and implementation in three UK Fulfilment Centres

• Defined and validated car set-up process, from design phase to vehicle production start; improving assembly processes (Six Sigma) by influencing engineering development of new parts• Decreased more than 20% re-work time at the end of assembly line, by influencing both development departments and plants to adopt Poka-Yoke • Represented plants interests and requirements during development phase at Munich headquarters (R&D Center), ensuring assembly reliability• Applied Lean manufacturing by encouraging usage of equal parts in different models of the BMW Group, leading to lower set-up costs and smaller development costs• Implemented described activities in two car lines with different assembly strategies and customer targets:BMW 4 Series: premium market car assembled in three plantsRolls Royce Phantom: luxury unique car assembled in one plant

• Implemented and released vehicle components from first prototypes to series parts; connecting engineering department outcomes with orders in production plants• Created and organized vehicle parts lists; establishing a transparent database for assembled components within all development phases• Set up and controlled delivery schedules of components; ensuring efficient plant production • Tracked car inventory stock on plants and planned parts replenishment, minimizing production stops as consequence of missing parts• Applied the previous described actions in three different plants across Europe, coordinating activities for production of three car models

• Standardized production processes of a Consumer Good company based in Switzerland, leading to a unique process implemented across European plants• Increased production efficiency by implementing established processes in SAP