Leading team of 74 colleagues.Main achievements: Local dimension:• activities of simplification and change management• introduction of new remuneration scheme for retail network – creating bottom-up retail working group• simplification of the variable remuneration of HQ employees• refresh of personnel cost reports and analyses• introduction of organizational department /organizational changes, FTEs mapping and analyses/• set up of remuneration strategy /competencies based/• pushing for simplification and streamlining of any activities in general• shaping up company s strategy and engagement of employeesInternational Dimension:• implementation and compliance of the European Central Bank guidelines within the local remuneration, taking in consideration Intesa San Paolo standards and procedures as well as local laws and regulation• Communication with ECB during audits• Collaborations with Intesa San Paolo on different cross-country projects, - being successfully leader in some of them • management of Seconded employees /expats as well inpats/• management of Czech market and overlooking Hungarian

HUMAN RESOURCES DIRECTOR 2008 – 2016Managing team of 140 FTEs.Main achievements: Local dimension: • redefinition of remuneration system after acquisition of SE /state owned Co/ by ENEL /remuneration by performance – KPI, MBO/• set up of new rules & roles /HR BP partnering/• Company collective agreement negotiation with 9 different unions /successfully without any strike/• headcount and personnel cost optimization /from cca 6.500 FTEs to 4.600 FTEs/• introduction of performance excellence initiatives /succession planning, critical positions mapping/• unit optimization & leaning from 140 to 42 FTEs• outsourcing activities /payroll, HR admin/• support to the local management in all phases of the employee lifecycleInternational Dimension: • collaboration with international oversight bodies such as IAEA /International Atomic Energy Agency/ and INPO /institute for nuclear power operations/ • sharing best practices and incorporating documents within local company procedures in line with local laws and regulations, taking in consideration procedures of the main shareholder /Italian ENEL/• preparation of the Due Diligence for partial sale of shares to EPH holding• incorporation of the international standards of Enel within local environment• management of Seconded employees /expats as well inpats/TRAINING, RECRUITMENT AND DEVELOPMENT MANAGER | 2007 – 2008Responsible of training budget and development of employees as well as recruitment activities and on time staffing. Developing employees skills in order to support business results.HEAD OF CEO OFFICE| 2006 - 2007Managing small team /6FTEs/ translation and admin activities, participation to different projects at CEO level, project management reporting

KEY ACCOUNT MANAGER| 2003After graduation joined the sales team as Key account manager, being responsible of new client acquisition and retention, budget fulfilment.SALES DIRECTOR | 2004 - 2005Responsible of strategic business plan, client portfolio management, management of sales team (6 FTEs), reporting to CEO and BoD.