-Responsible for the development of stationary and nautical projects within agreed budget, time and quality-Led cross-functional team of 6-8 members, geographically dispersed to ensure the achievement of project milestones -Customer contact during the execution phase of the project, responsible to provide project documentation and technical information-Assisted finance department in providing sales report and budget forecast -Warehouse and Logistic management through inventory definition and transport organization

- Commercial Activities Management: volume analysis, price strategy, commercial management of local economics (inflation, exchange rate). Adjustment and negotiation of new price conditions in case deviations of revenues and predefined margins occur- Customer Intimacy: through regular visits (Nissan Mexico), monitor of customer satisfaction using supplier scorecard, build relationship with key staff in the client organization- ECR Management: prepare and negotiate commercial offers to answer on due time the customer requests. Customer interface, sharing the customer request with the team members and develop an appropriate reply- Overdue Management: understanding of sales administration purchase order, invoice, terms of payment. Ensuring cash collection supporting the accounting team to achieve the forecasted cash collection-Logistic Change Management: new incoterms application on running program, new piece price proposal, stock level coordination and supply chain efficiency improvement. Main responsibility was to coordinate the switch of incoterms from DDP to FCA across 3 countries: Mexico, UK and Poland. I gained a deep understanding of logistics management system (stock level, packaging specification, transport costs), financial risks (tax and duties regulations) and sales price definition-Prototypes Production Management: acting as deputy program manager during the execution of production trials (pre-serial phase). Main activity was to coordinate the industrialization process starting from the customer request to the product delivery-Sales Leader: leading weekly meetings, setting priorities and deadline according to feedback provided by the team

-Commercial Dashboard Management: bi-weekly meetings with customer business unit to monitor performances on claims, tooling and D&D. Cooperation with finance controllers to ensure that the commercial dashboard objectives were aligned with the monthly forecast-Weekly and Monthly Sales Report: consolidation of data (provided by the customer business unit), evaluating and underlining risk and opportunities to achieve sales targets. Presentation on the progress of forecasted versus actual values-Contract Management, C4C: identify gaps between contractual conditions and delivered performance. Volume analysis comparing the nominated and actual volumes to evaluate possible impact on the production. Development of “C4C”, contract library used to standardize the collection of contracts worldwide. Working on the tool deployment together with the business analyst, I was responsible of consolidating all the contracts collected from divisions and CBU and implement it in C4C. Creation of a learning module MOOC, to help the organization to use the tool. -Sales Efficiency Tool Being Sales & Tagetik: support for the development of strategic sales tool “Being Sales” able to create selling price in line with project cost and pre-defined margin. I was mainly responsible to support divisions and customer business unit to implement the tool in the organization respecting the requirements and expectations for diverse range of customers. Supporting the development of “Tagetik”, tool for the creation and management of the acquisition radar. -Strategic Plan, Budget Forecast, Marketing Analysis: supporting the preparation of 5 years strategic plan, review budget forecast, definition of sales strategies based on competitor’s analysis