GESA srl acquired two F&B chains during the period july 2021 february 2022, namely Bun Burgers and Fra Diavolo, transforming itself in a "basket company" changing the business name in GIOIA SpA and converting the organizational structure from a functional one to a matrix one.

During June 2016, thanks to my long lasting professional experience in F&B retail (managing international franchising & directly owned networks), I decided, with other 2 former colleagues, to build up a company fully dedicated to the sale of coffee capsules clones; in 12 months we opened 4 store in Piedmont area with the well known brand "Tuttocapsule". Beginnig of june 2020 I decided to sell my shares ending my entrepreneurial "divertissement"; main goals achieved: entrepreneurial vision (so… Show more During June 2016, thanks to my long lasting professional experience in F&B retail (managing international franchising & directly owned networks), I decided, with other 2 former colleagues, to build up a company fully dedicated to the sale of coffee capsules clones; in 12 months we opened 4 store in Piedmont area with the well known brand "Tuttocapsule". Beginnig of june 2020 I decided to sell my shares ending my entrepreneurial "divertissement"; main goals achieved: entrepreneurial vision (so to complement my traditional business management vision) and IRR=15%. Show less

Areas of responsibility covered:- management of the business development and the existing network of distributors- marketing strategies build up and implementation- supervision of production facilities and processes

I worked for Lavazza group as director for LCS srl company (Lavazza Coffee Shop a sub holding specialized in coffee shop development). I was responsible from the build up of the strategy and his markets implementation as well as the operations control; M&A project leader, when the target was a coffee shop company. Among my line responsibilities I had to lead the final negotiations on country master franchisee, concession & area development agreements.From an organizational point of view… Show more I worked for Lavazza group as director for LCS srl company (Lavazza Coffee Shop a sub holding specialized in coffee shop development). I was responsible from the build up of the strategy and his markets implementation as well as the operations control; M&A project leader, when the target was a coffee shop company. Among my line responsibilities I had to lead the final negotiations on country master franchisee, concession & area development agreements.From an organizational point of view I was functionally responsible for the subsidiaries dedicated to coffee shops, that accounted for a global network of 1.100 associates and more than 300 shops around the world. From a corporate point of view I was in the board of directors of Lavazza Coffee Shop s.r.l.All in all I developped a solid and deep knowledge of the whole coffee industry, the retail segment and companies turn around during 20 years in Lavazza moving from staff (highest point corporate strategy) to line (highest point Spain general manager) and to line/corporate (highest point Lavazza coffee shop director & Commercial Retailing Director for the whole Lavazza Group). Show less

Since year 2009 I was responsible for the development of the group strategies for the Indian coffee shop market. In the same year I started the turn around of the company, the endorsement of Lavazza brand and the "implementation" of the "italian experience" for the local market.

After an initial JV with a US company I got the responsibility of PE with the aim to reconstruct and give new directions and development. I had to turn around the company changing the business model, in the last phase the concept Espression has been launched (very succesfully) in some main landmarks (Chicago Metra Market, Drake Hotel, John Hancock Observatory: the highest coffee shop in the world); in 2006 we get the Time magazine best invention (solid coffee spread out) and in 2008 the Design… Show more After an initial JV with a US company I got the responsibility of PE with the aim to reconstruct and give new directions and development. I had to turn around the company changing the business model, in the last phase the concept Espression has been launched (very succesfully) in some main landmarks (Chicago Metra Market, Drake Hotel, John Hancock Observatory: the highest coffee shop in the world); in 2006 we get the Time magazine best invention (solid coffee spread out) and in 2008 the Design Award for restaurant. Show less

I was responsible of the M&A team for the acquisition of the company. In 2007 I have been appointed CEO of the company for developing the business strategies in the local market. We completely switch the company from a family oriented business to a multinational environment. In the next future the company will experience a quick growth in our affordable luxury brand (Lavazza Espression). In 2013 I lead the M&A team that successfully sold the company to the Spanish coffee shop market leader.

I was responsible for the coffee shop development for Lavazza Group, all four brands in portfolio, where I had to build up the strategy and his markets implementation as well as the operations control; M&A project leader, when the target was a coffee shop company.

After my former position as General Manager I went back home in Turin as Director of Businss Unit (Coffee Shop Worldwide Business). I was appointed CEO of the company for implementing the group strategies in the local market. In 2014 I successfully lead the M&A operation that permitted to sell the company to the Spanish coffee shop market leader

I was leading the M&A team for the acquisition of the company in 2005; I have been appointed CEO in the same year and since then I was responsible for the inplementation of coffee shop strategies in the local market. During 2010 I was leading the team for closing down the operations

I was the managing director of Pana-rom sl a company, bought by Lavazza Group, specialized in coffeee shops chain in the Iberian Peninsula. The main challenge was to transform the company from a family business to a company owned by a multinational company (Lavazza). It was our first laboratory for developing the "italian way to coffee shop" and for study the franchising system and the innovation framework (thanks to the direct contact with the consumer). I Turn around the company after 3 year… Show more I was the managing director of Pana-rom sl a company, bought by Lavazza Group, specialized in coffeee shops chain in the Iberian Peninsula. The main challenge was to transform the company from a family business to a company owned by a multinational company (Lavazza). It was our first laboratory for developing the "italian way to coffee shop" and for study the franchising system and the innovation framework (thanks to the direct contact with the consumer). I Turn around the company after 3 year time bringing it in profit. Show less

I was in charge of the Foreign market analysis and identification of new business; Company diversification analysis; New products development analysis; Coffee shops chains analysis for acquisition purposes

I was in charge of the quantitative analysis, in both coffee industry and internal company processes, of the department.

I was responsible, in the market research department, for the statistical and econometric analysis in the coffee industry.

Responsible for private investments allocation and credit analysis for small companies.