Lucio Alejandro Costarrosa, Mba Email & Phone Number

Milan, It

Candiolo, Piemonte, It

Ar

After 19 years supporting radical change within the Techint Group, I was asked to move from Tenaris (leading pipe manufacturer) to Techint E&C to devise a strategy that would continue to grow revenue in Europe, the Middle East, and Asia in terms of EPC contracts. I now manage a team spread across 3 continents. The strategy I support is to provide price-is-right proposals through the skilful cross-functional planning of cost-reduction strategies that will add value to the services we offer. It is my aim to lead this region to unprecedented growth and to continue to find new ways to offer competitive advantages that will enable us to continuously outpace and outperform our competitors.

Houston, Texas, Us

I was promoted to Country Manager after my assigment in China to acquire a 25-year-old, Indonesian-owned and operated, 700-employee manufacturer with a 160K-tonne capacity. After taking part in the M&A integration, I was tasked with turning around and revitalising this grossly underperforming business and turn it into a supplier with the highest international standards in terms of product quality and EHS performance. Company-wide efforts led to: ►Attracting top-tier O&G companies and passing their audits, positioning the company for long-term growth. ►Driving the company to profitability, doubling revenue in 5 years and reaching historic production levels. Shareholder dividends were paid out for the first time in the company’s history. ►Achieving outstanding Lost-Time Accident rates—zero accidents in 4.5 years. ►Partnering with industry representatives and national ministers to draft and push through protectionist legislation that would safeguard the company against unfair foreign imports. ►Obtaining maximum local content certification for OCTG products manufactured in the country.

Houston, Texas, Us

►Supply Chain Director, Asia Pacific (2007–2009), Beijing, China ►Supply Chain Regional Manager, Africa (2004–2007), Cairo, Egypt; Port Harcourt, Nigeria After managing a massive pipeline project through the Amazon rainforest, I was tasked with leading a team in the launch of a new supply-chain infrastructure in Africa. The results obtained by our team led management to ask me to tackle Asia next. On both continents we: ►Devised the launch and operational strategy and then set up pipe-threading facilities and distribution centres that enabled us to be closer to our customers, producing major savings in transportation and administrative costs. ►Drove customer satisfaction ratings up by increasing on-time delivery in Africa and Asia by while reducing transport costs. ►Enabled productivity increases, due to operational and lead-time improvement. ►Leveraged free-trade zones to drive down administrative costs.

Ar

After contributing to the completion of multimillion-dollar EPC projects on time and under budget, I was asked to plan and supervise the execution of one of the largest project the company had ever seen—the construction of the internationally financed $750M Camisea Pipeline project, an EPC-LSTK contract. No small feat: 700 km of pipeline through some of the most severe climatic and geographic conditions, all the while adhering to the strictest of environmental requirements. Imagine the logistics involved in lugging 500 pieces of construction equipment through rainforests and ascending 5000m above sea level, where just breathing is a chore! It was during this project that I made it my goal to maintain an engineer’s approach to crisis management–affronting challenges systematically and calmly, devising a strategy and then carrying it through.

Ar

Community Relations Manager (2000–2001) Construction Manager (1999–2000) Resident Engineer (1998–1999) Subcontractors Manager (1998–1998) Pipeline Superintendent (1997¬–1998) Site Engineer (1996–1997) Environmental Engineer (1995–1996) Highlights of my early career roles include: ►Building relationships with NGOs, local communities, and landowners for a $700M pipeline project in Ecuador. ►Overseeing construction of a $17M pipeline in Chile while supervising 500 workers—managing to complete project 2 months ahead of schedule and at original budget with zero LTA. ►Negotiating a $31M contract for a 75-km pipeline (with on-time and 10% under-budget completion of project). ►Managing subcontractors for a $300M, 1042-km gas pipeline (with 15% under-budget completion).

Executive Master Of Business Administration

Accounting And Finance For Non-Financial Manager Program

Project Management Diploma, Project Management

Education record

Industrial Engineer, Industrial Engineering