Led the corporate restructuring plan, taking care of all the activities related to the reorganization of the Retail channel, implementing a significant reduction of general costs and labor costs, both for the company headquarters and for the network of stores, in Italy and abroad.Led the Human Resources department for all issues concerning industrial and trade union relations, litigation and contracts in general.Head of the Licensing for all no-core products (eyewear, fragrance, etc.)

Reporting to the General Manager, I was responsible for all the organizational and people management aspects since the foundation of the new Byblos company and the restarting of the homonymous Brand.Opened 2 offices (Milan / Carpi) and led all Human Resources Dept. activities from hiring management and professionals to administrative services.Acted as Licensing Manager for all no-core products (eyewear, fragrances, etc.).

General Management of all Group Human Resources processes in Italy and abroad, reporting to the CEO and to the Board, with a team of 5 direct reports plus external consultants and professionals.Design and implementing of the new Company organizational model, responsible and accountable of the following projects:- Centralization of all Business Departments and Corporate Functions at the Headquarters of Milan;- Concentration and rationalization of product development activities and supply chain management at Modena Site;- Reorganization of all enterprise macro-processes and strategic support in the implementation of the new Group Information System (ERP), Stealth and SAP integrated solutions;- Reorganization of Chinese subsidiaries (Shanghai and Hong Kong) in line with the needs of local market development;- Resizing and restructuring of all Group operating areas in Italy and abroad (Ukraine);- Restructuring of the retail network in Italy and Europe (France, Spain, Holland, Poland) with the dismissal of 20 Monobrand Stores and the start up of 6 new units.In line with the Group's development strategies and the CEO's guidelines, re-designed the company's performance management system, operational procedures, and defined all KPI's for all the Company Departments, functional roles, and management target allocation plan (MBO).Designing and launching the first Trussardi Group's Social Employer Branding & Recruitment project on LinkedIn, with an increase in the number of Brand Followers from around 7,500 to around 18,000 in 6 months and significant improvement in the effectiveness of recruitment projects.

Acting as HR Business Partner to the General Manager, we defined and implemented the new Company organizational model:- mapping all Roles and Key People- spin-off of part of the team in a new Company as a result of the sale of 2 properties to new investors - recruitment & selection - preparation of the operational procedures, job descriptions, KPI's and rewarding policy- support to the Center Managers in the daily management of the Staff

Founded and managed a Business Consultancy Agency, with a team of 8 to 10 Professionals between Partners and Senior/Junior Consultants in order to supply specific management support to small and medium size companies in the areas of :- Restructuring and Re-organization- Business Process Re-engineering- Labour organization- HR Management- People Development- Information Technology- Finance & ControllingProject leader in 3 main projects in different industries, such as small territorial banking, luxury yachts manufacturer, telecommunication and infrastructures.

Supported the Founders and CEO’s in setting up the main corporate organizational processes, with particular reference to the sales network, outbound contact center and inbound customer service.

Developed the company's restructuring plan which included the downsizing of the production structures and the strong growth of the areas of design, with the reduction and rationalization of the workforce to about 120 units in the Caserta Plant, Potenza Plant and Spello Plant (PG) and the constitution of a Design Department in Milan and Caserta for about 80 units between engineers and skilled technicians.The plan has allowed the company's market repositioning (from OEM to designer and certified manufacturer) in order to participate and achieve important tenders in rolling stock constructions (Metropolitana Milanese, Ferrovie Nord Milano, etc.).Due to these activities, the Company reached a net profit in 3 years.

Responsible for Corporate & Manufacturing Personnel and Unions relations, at the Company headquarter in Milan.I directly managed all Human Resources Op's for the 3 Manufacturing Plants in the North of Italy and Corporate Staff in Milan, taking care of all the recruitment process, performance appraisal, 6-sigma training programme implementation, unions relations and internal communication.

Responsible for Personnel (400 People - White and blu collars) of Caserta Production Site, at the time the largest chemical plant of 3M in Europe.I managed all the processes of human resources, industrial and unions relations until the start of the Site definite dismissal (end of 2003).

Responsabile del Personale dello Stabilimento di Casoria della Alenia Aeronautica. Responsabile del recruitment e della selezione per le aree della Progettazione in Italia ed all'estero.

Internship in HR Dept.