I have been in charge of customer front-end activities leading a team of 68 people to serve European Region divided in Inside Sales, Application Engineers and Project Managers localized in Italy, Hungary, UK and one support team for quotation in India

After the merge between Pentair V&C and Emerson Automation Solutions as result of integration with existing organizational structure I have been appointed to lead Inside Sales Team of Pentair legacy and existing Emerson in Europe (36 resources) in Italy, Hungary and UK

I have been in charge of the end to end transactional process, starting from technical solution selection to satisfy customer requirement, offer preparation, management of the project according various development phases (6 months to one year) till equipment delivery and resolution of post delivery criticalities. The structure was composed by four team leaders directly reporting to me, coordinating 46 resources divided in Inside Sales, Project Managers, Document controllers and After Sales specialists.

I have been in charge to set up Project Management Office according lean Group policy, definingstandard work following project management best practice, establishing KPI, visual managementsystems, and deploying a critical path planning system among all resources involved in project developmentOn a daily basis I was leading a fifteen people team (project managers and document controllers)managing equipment development projects and customization together with main EPC, valve makersand major oil companies.

In R&D area, I have been responsible for program management and project control activities relatedto development of new boats for all group brandsLeading a five people team, I have been in charge of: defining and monitoring investment budget and necessary resources for new boats andrestyling development according timing and budget defined in new model roadmap planning and tracking of all activities contribution to new model development monitoring and reporting of new product development progress to top management Product Manager coordination and new product costing support planning and program management of R&D  grant continuos improvement, internal alignment and project management best practiceapplication

In this assignment I led and deployed successfully the following improvement projects: operative deploy of interfunctional new model development process (phase and gate)taking care of its fine tuning according feedback coming from usage planning process and group shared resources management definition new model development cost budgeting and reporting process definitionOn a daily basis I was involved in: engineering activities planning for new model development, evaluating progress, levellingthe relevant workload and dinamically reviewing priority according program developmentschedule (averagely 20 projects at the same time in different development phase) shared resources activities planning, according yearly product plan update, grantingsaturation and timely release of assigned deliverables external designer and design outsourcing management engineering and new model development budget management all group new models launch scheduling, granting optimal usage of shared resources andtimely deliverables release design report preparation showing progress, budget variance, time and cost issues brand project managers activities coordination in new product development from conceptto market release coordination and organization, together with project managers, formal project reviews to group strategic committee

In Fantuzzi Group (now Terex) I managed the end to end project delivery process for container handling port cranes, starting from design, through fabrication, erection and site final commissioning granting contract fulfilment in terms of costs, timing and customer satisfaction.Managed projects:(2000-2001) Aden Container Terminal - PSA (Yemen) – N. 1 STS crane(2001-2002) Helsingborg Hamn AB (Sweden) - N. 1 STS crane(2001-2002) HNN Anversa (Belgium) – N.2 STS cranes(2002-2003) Contship Livorno (Italy) – N.2 STS cranes(2003-2004) Marport (Arkas Group Turkey) – N.4 STS Container cranes + N. 10 Rubber Tyred Gantry Cranes:(2003 - 2004) MSC Gemi Acentaligi (Arkas Group Turkey) – N.1 STS crane(2004 - 2005) QICT (Pakistan) - MICT (India) – CICT (India)N. 5 STS container crane + N. 15 RGT cranes(2005 - 2006) MSC Valencia (Spain – N. 16 Rubber Tyred Gantry cranes(2005 - 2006) Kramer Container Depot (Rotterdam) – N. 2 STS cranes