Leading ESRS and CSRD implementation for the whole HR function.

• Spearheaded the adoption of the Leadership Learning Ecosystem, leveraging Harvard Manager Mentor and Spark platforms to empower 12,000 managers worldwide.• Developed dynamic communication campaigns tailored to unique personas, driving engagement and fostering a culture of continuous improvement.• Led the Group coach team across AMEA, Americas, and Europe, and nurtured a vibrant community of 21K learners, the 3rd largest at ABB.• Explored and integrated cutting-edge technologies to enhance leadership learning, benchmarking against industry best practices.Key Results:• Achieved stable growth with 10,000 monthly platform users, including 6,000 recurring learners, by inspiring a commitment to personal and professional development.• Enhanced transparency and accountability through the implementation of KPI setups and monthly dashboards, tracking adoption and progress across diverse workforce dimensions.• Elevated learning quality and impact by implementing a standard feedback process and achieving a Net Promoter Score (NPS) of +79%, with ongoing efforts to reach Kirkpatrick model level 3.• Designed and launched an open badge strategy, issuing 14K badges, encouraging a mindset of lifelong learning.• Optimized the onboarding process for new coaches, doubling the number of learning seats from 1,400 in 2022 to 3,400 in 2023 through process automation and simplification.• Established "learning quarters" featuring external speakers, failure festivals, and fireside chats with senior leaders to cultivate a culture of continuous growth and innovation.• Played a pivotal role in the task force defining ABB’s new people strategy, focusing on the future of work and leveraging the open job market to create opportunities for learning and career growth.• Supported business units in crafting and implementing learning strategies, utilizing nudging and badge systems to foster a ripple effect of knowledge and skill enhancement throughout the organization.

• Set and drive the global LGBTQ+ agenda alongside the Executive Committee sponsor, developing a comprehensive project plan and reviewing key policies with HR, SCM, and other functions.• Deployed and implemented Employee Resource Groups (ERGs) across the US, Mexico, LATAM, AMEA and Europe, rolled out unconscious bias training, and launched a global awareness campaign within GBS.Key Results:• Signed the UN Code of Conduct on LGBTQ+ and appointed an Executive sponsor.• Established a Group Program to prioritize LGBTQ+ issues, fostering cultural change with tangible deliverables.• Released comprehensive group guidelines, including ERG guidelines, Allyship resources, and UN Code of Conduct training for HR.• Led communication campaigns supporting World Coming Out Day, Allyship, and Pride Month celebrations, engaging 6.8K people in 2024 and achieving 70K social media interactions.• Organized ABB’s inaugural Pride Month, and established ERGs in the US, Mexico, Brazil, LATAM, Europe, Italy, Poland, and India, involving 900 employees.• Conducted Workplace Pride and Stonewall Global Equality Index assessments to identify gaps and focus areas.• Initiated a reverse mentoring program pairing senior leaders with LGBTQ+ employees and released a self-assessment tool to gauge inclusion maturity.• Drive systemic changes to create an inclusive environment, including updates to the Code of Conduct, employee benefits, and talent acquisition processes.• Act as a spokesperson for ABB on LGBTQ+ issues, both internally and externally.

• Developed end-to-end process framework, incorporating external benchmarks and internal control aspects.• Led a global community of 650 R2R professionals through effective communication, active engagement, and a hands-on approach.• Established and globally implemented new policies, including a Fast Closing policy, reducing manual journal entries by 25% and cutting the month-end closing process from 10 to 5 days, while enhancing reporting quality.• Introduced a new Balance Sheet Account Reconciliation policy, adopting a risk-based approach and audit review process to improve reconciliation quality.• Implemented the Cadency Trintech tool for closing monitoring, accounting reconciliation, and journal entries, achieving real-time global visibility on the month-end closing process.• Developed a new internal dispute policy, redesigning the process, reducing internal invoice disputes by 24,000, and setting up a core global governance framework.• Created the R2R Global Academy, democratizing content, and using gamification to enhance learning experiences. Implemented open badge technologies for flexible learning.• Defined and scaled R2R Robotic Process Automation (RPA) strategy, including internal control aspects.• Driven key initiatives to reduce process complexity using data, such as automating FTE reporting for 44,000 FTEs and reducing redundant SOX controls.• Developed a fully automated KPI dashboard, transitioning from data production to usage, and influencing unit behavior through data and analytics. Recognized as a 2020 finalist for the Hackett Digital Award and Data IQ Data Culture Award, eliminating data bias in business operations.

• Led global initiatives for Finance Master Data management across a fragmented landscape of over 50 ERPs and legacy systems in more than 100 countries with diverse local finance requirements.• Managed the harmonization program for the Chart of Accounts across ERPs and geographies, establishing a unified Master Data source, increasing automation, and implementing a rule-based process for Finance Master Data management. Achieved a common Chart of Accounts and a centralized workflow tool for top 15 countries in 2020.• Defined and launched ABB's Finance Master Data strategy, enhancing awareness, creating a holistic view, and bundling initiatives such as FTE reporting automation, cost center, and profit center harmonization.• Established a Certification Program for Finance Master Data, professionalizing master data management with over 350 employees certified in one year.

Led global initiatives to drive the agenda for Customer and Vendor Master Data across a complex and fragmented landscape involving over 50 ERPs and legacy systems, spanning more than 100 countries with diverse local finance requirements.

• Led 20 accounting centers in the Americas and North Europe, driving performance improvements, strategic planning, KPI monitoring, process optimization, employee motivation, and customer satisfaction, while promoting standardization and harmonization.• Oversaw the establishment of Regional Business Service Centers for Finance in Estonia, the US, and Mexico. Supported migration activities, including planning, town hall meetings, stakeholder management, knowledge capture and transfer, parallel runs, and go-live phases.• Acted as a change agent, transforming the current setup to enhance adherence to internal controls and optimize the efficiency of Shared Accounting Centers.

• Led regional coordination of 10 accounting centers in North America and North Europe, driving performance improvements, strategic planning, KPI monitoring, process optimization, employee motivation, and internal customer satisfaction, while promoting standardization and harmonization.• Managed a pilot project to establish the first Global Business Service Center for Finance in Estonia, serving North Europe’s Purchase to Pay Process. Successfully delivered annual savings of approximately $1.2 million by defining the business case, assessing the service catalog, supporting migration stages, coordinating with unions and stakeholders, tracking implementation, ensuring governance, and identifying process harmonization opportunities.• Directed the scope expansion project, migrating Cost Accounting activities to a central team, starting with pilot countries to develop a scalable solution. Established KPIs and online training, resulting in 354 global employees being trained and certified in Cost Accounting within six months.Managed the Finance Cluster initiative, expanding service coverage of existing Shared Accounting Centers. Developed a tracking tool to monitor implementation status, ensuring strong governance and compliance with key criteria before go-live.

• Successfully managed the IFRS conversion project for the MED region, defining local exemptions, assessing principle impacts, and preparing the First Time Adoption reserve calculations.• Coordinated with business units and auditors to review impacts and set up a test environment in SAP for a full month-end closing cycle under IFRS principles.

• Led US GAAP reporting cycles, including month-end, budget, forecast, and top management reporting, ensuring accuracy and compliance.• Executed SOX controls embedded in the reporting processes, maintaining robust internal control and financial integrity.• Served as the first line of support for local division controllers, providing expert guidance on US GAAP and Accounting & Reporting Guidelines.

• Delivered courses on sustainability reporting, business ethics, CSR strategy, and internal control system setup.• Conducted research in areas such as sustainability reporting, integrated reporting, IFRS, SOX, corporate governance, and enterprise risk management.• Engaged students with practical insights and academic rigor, fostering a deep understanding of sustainable business practices and ethical corporate behavior.

• Led the financial aspects of sustainability reporting, launching the integrated reporting journey and releasing the UN Global Compact Communication on Progress on anti-bribery principles.• Managed significant allegations from Amnesty International, ensuring robust response and resolution.• Developed group guidelines on tri-sector partnerships in collaboration with IPIECA, WCCSD, and the UN, enhancing strategic stakeholder engagement.

• Led the design and implementation of a comprehensive internal control model over financial reporting, ensuring compliance with SOX regulations and Italian law 262/05 across 25 large companies.• Led all project activities, including financial process mapping, risk assessment, control design, anti-fraud program, and segregation of duties.• Conducted extensive training for employees and provided periodic reports to internal and external audit committees, CFOs, and ENI HQ CFO.• Implemented the GRI standard for sustainability reporting, establishing a system to derive sustainability data directly from local ERPs.

• Directed the roll-out of SAP and legacy systems in foreign subsidiaries, including Russia, Kazakhstan, France, UK, Norway, USA, Holland, Mexico, Italy, and Madeira.• Implemented a global SAP template, generated opening balances, trained local teams, and ensured successful month-end closing and reporting to HQ for consolidation.

• Conducted comprehensive analyses of ERP systems to ensure compliance with Italian and International Anti-Laundering standards.• Developed an assessment toolbox to periodically check compliance rates and identify areas for improvement.• Acquired essential skills in teamwork, end-to-end auditing processes, and statistical sample definition within Italy's largest banking network at the time, with over 14,000 local offices.

• Participated in a prestigious summer program for top 50 graduating students, organized by the Reiss Romoli Business School.• Conducted a detailed analysis of a potential foreign telecommunications market, including demand estimation, investment requirements, and cost analysis.• Developed a comprehensive financial plan to evaluate investment opportunities, focusing on a five-year payback period.• Gained valuable skills in teamwork, market analysis, public speaking, and strategic planning.

• Developed and implemented software programs for the Italian Ministry of Finance, working on both PC and MVS systems.• Collaborated in a team environment to deliver high-quality software solutions, demonstrating strong professionalism and stress management skills.• Gained valuable experience in COBOL, CICS, and DB2, enhancing technical proficiency and ability to create effective professional relationships. management.