• Set-up Italy Kering Shared Services organisation to provide best-in-class financial support to Kering emerging brands with their Retail and Production activities in Italy• lead the re-design Kering Financial SSC processes in Italy, ensuring:• compliance of current processes & local legal requirements with global SSC model, • enhanced controls & digital capabilities to become 100% paperless, • clarity through the new global service catalogue & revised Service Level Agreement (SLA)• continuous accounting & fast-close• Roll out the group internal controls method and process, based on the COSO framework. Ensure that control objectives are identified and that corresponding controls are designed, executed, documented, and reviewed. • Improve the quality of the FP&A support provided to Kering emerging brands: streamline budget and forecast process together with other regional SSC, design & roll-out KPIs and improve reports & dashboards using business intelligence solutions • Lead change management with all stakeholders of the transformation project

• Responsible of the budget portfolio for Kering transformation projects (€80M/year). Oversee and manage the development of Budgets and Financial Forecasts, setting economic and/or quantitative targets, recommending financial actions to meet organization goals, in line with Group CFO guidelines.• Responsible of the whole IT portfolio (€270M) financial reporting, coordinating business unit’s area managers and finance controllers across regions (EMEA, APAC, AMER) to monthly monitor actual deviation from targets• Responsible to drive rigor and transparency in all financial activities, Introducing innovation in financial management, governance and operating model in IT domain Operating Plan and Modeling tools, setting-up plans, communication with internal stakeholders and driving rigor and transparency thru the overall process

• Leading internal controls activities to prevent compliance risks, developing operating procedures to simplify and standardize transactional processes.• Coordinate COE team to settle intercompany transactions and follow-up on unsettled account balances • Accountable for building and managing relationship with key stakeholders providing measurements, commentary and reporting of KPIs for area of responsibility. • Support in various ongoing Intercompany COE process fixing and simplification initiatives • Manage, supervise and lead COE team, Responsible for hiring of new team members

• Led a project aimed to change O&G quarterly closing process (from Last Fiscal Sunday to last Calendar Date) in order to meet Corporate strategies. The main achievement was to coordinate 15 resources (10 finance and 5 IT) to streamline closing cycle acting across 5 P&Ls, (100+) internal closing processes and (#80) ERPs/applications. • Support the implementation of the R2R Enterprise Standards across Oil & Gas and Partner with other GE Businesses, to drive 100% penetration of Enterprise Standards (chart of accounts)• Support simplification and contribute to define and leverage IT, digitized Oracle/SAP standard solutions to ensure accurate and efficient management of business cycles. • Support implementation of the new HFM Company consolidation tool, driving penetration across the company• Partnered with external consulting company E&Y and PwC, business CFOs and GE corporate Audit Staff to design the taxonomy process for the O&G finance population aimed to define transformation opportunities like the new Share Service Center strategy

• Managing Functional base costs management ($240M+), working closely with business managers translating inputs from the CEO/CFO into operating targets for the O&G functions by business unit. Coordinating business unit’s area managers and finance controllers to consolidate and deliver monthly insightful analysis on actual business performance of internal (salary, travel & expats) and external costs (consulting, licenses and contractors) to general managers. • Leading O&G indirect cost management ($1.3B) for the 10 top-spending commodities coordinating finance Managers and commodity leader to build a solid and integrated process aimed to obtain cost optimization. Managing quarterly performance, review with CEO and CFO. Achieved 2% reduction versus prior year• Supporting internal customer groups in all finance and accounting matters including budgeting, forecasting expense tracking (including headcount) and control• Supporting IT function, designing and implementing Oracle e-business suite• Supporting tax audits, Corporate Audit Staff, internal and external audits

• Financial Lead of several cost out cross-functional initiatives aimed to identify and validate opportunities for cost savings and manufacturing improvement ideas on steam turbines achieving an average of 25% reduction.• Support Project Managers with reports and financial information on main deviation between as sold machine costs and actual developing a thorough understanding of the business and the key drivers of financial performance indicators;• Lead global O&G product structuring adoption metrics across various products lines (turbines, compressors) and phases, (bid, offer, actual), to report payback analysis and 5years ROI estimates

- Financial planning and analysis, reviewing and assessing al costs, margins and forecast for Service department’s Jobs- Developed project plans and periodical status update on remote workshop activities (Algeria, Australia, and Canada)