Main responsibilities:• Directly responsible of service organization by Fives Intralogistics S.p.A. (business and operations with about 160 employees and managed with a dedicated P&L) and coordination of service worldwide• Co-lead of the transformation process of the service together with the CEO Services, with direct responsibility on selected projects (set-up of Service P&L, remote services with augmented reality, predictive maintenance, development of an agency network in EU, CRM, customer portal, “Commercial War Rooms”, key accounting, etc.)• Leader for the dedicated organization for main e-commerce customer in Europe• Main escalation point-of-contact for all key customers• Member of the division executive committeeResults:• Achieved all financial results. In Fives Intralogistics S.p.A. service, during last five years, service business has more than doubled• Business management by European companies with a dedicated service P&L• Successfully launched by Fives Intralogistics S.p.A. a sales management model based on CRM and periodic routines. Created a sales war room• Set-up new agencies in Germany and Denmark with dedicated resources• Managed all crisis with main e-commerce account and launched a newly dedicated European service organization. Won new orders• Launched a new service solution based on lean maintenance approach for small hubs (awarded with Jury Prize at “Fives Service Innovation Award” in 2021)• Developed the business for residential maintenance with new contracts• Fast introduction of new remote services with augmented reality during COVID-19 crisis, to ensure activity continuity to customers. This solution has become the reference within Fives Group• Successful turnaround of Fives Intralogistics KK (Japan) service organization with introduction of new tools, routines and directly supporting organizational change. Acquired new orders and improved results

Main responsibilities:• Rebuilt the service organization with sales and operation under the same department• Responsible for the service financial and operational performances• Member of FIL SpA executive committeeResults:• Restructured the organization with a new structure composed by 4 reporting managers (1 for sales and 3 for operations). Eventually hired the new service director• Achieved an important growth in terms of order booking and sales for the year 2019

Main responsibilities:• Definition of the Global service strategy and implementation of the central services and tools to support his deployment• SBU Service financial target coordination and Service quality level definition and control• Identification of processes and tools suitable to be part of a back-up central organization• Development of the general network of service centers in coordination with the regional CEOs and of the involved Fives Country Manager • Lead of the transformation process of the service with focus on selected projects (Smart Data, CRM, Intra-SBU service pricing policy, Reporting and KPIs, etc.)• Direct support to all SBU CEOs for screening/training/skills management of the service resources• Member of the Group Service Leadership Team for the service transformation of all Fives Group.Results:• Increased Order Booking in year 2017 of about +27% and in year 2018 of about +15% (YoY)• Released the new Intra-SBU service pricing policy with the agreement of the Intralogistics Steering Committee• Launched a European Service Organization programme, for improving performance and synergies between European Units• Launched and managed a program to improve service and spare business with the support of an external consultant. Within the program each Unit has defined specific dashboards with service KPIs and continuous improvement activities

Temporarily assigned also to this position, due to the resignation of the former CEO in China.Main responsibilities:• P&L responsibility of the local organization in China• Coordinate an organization of about 30 employees Results:• Launch of two construction sites for a key Chinese e-commerce player, in cooperation with the project team• Hired almost all people in order to fill the open positions in the company and support the development. During interim period nobody resigned• Defined the mid-term strategy for China together with the Head of Division

Main responsibilities:• Coordinate worldwide after sales activities for improving service quality level and customer experience• Coordinate call rate reduction activities on wall hung boilers produced in Osimo Plant• Coordinate the return facility in Italy with a team of 6 people• Support other key projects in QualityResults:• Reduction of interventions on monitored market vs. turnover increase on wall hung boilers produced in Osimo (Italy) Plant• Creation of a standardized warranty process and policy for all countries• Installed test benches for no fault found detection on returned PCB parts and reduced the level from 40% of returns to almost 0%• Launched a quarterly customer experience and satisfaction survey for products (focus on wall hung boilers) and services, based on Net Promoter Score (NPS) methodology• Launched a global claim management system (Quality Ticket) for early detection of quality issues on products and technical knowledge sharing• Launched a mobile APP (iOS and Android) for field engineer support• Established local technical committees with service partners with yearly meetings• Completed organization of a Group Quality Workshop and a Quality Assessment together with external consultants for Quality strategic plan up to 2020

Main Responsibilities:• Full responsibility on P&L for Vietnam (annual turnover about € 25 m – highest contribution level of the whole group)• Coordinate an organization of 191 employeesResults:• Turnover growth of about +20% every year, with increasing contribution• Hit all assigned business targets (growth, contribution, DSO)• Achieved an important market share for solar thermal water heaters (estimated about 5%). Solar products became an important part of product offer portfolio. All activities for vacuum tube solar water heaters including sourcing have been managed locally with Chinese OEM manufacturers• Launched other high end products such as heat pumps and enlarged the water heating product offer• Developed strong relations with key people in Public Administration and International community in Vietnam• Consolidated the organization with the establishment of a fully operational HR department and a new marketing team• Introduced new cost controlling procedures for determining project profitability in advance

Main responsibilities:• Coordinate a project for the development of a professional after sale service in Vietnam• Coordinate a team of 20 people• Market analysis for the definition and deployment of a solar thermal water heaters ranges• Act as Deputy General Manager with the aim of entering in the role of Country ManagerResults:• Appointed to the position of Country Manager on 1st April 2009• Restructured the previous after sales team in a more effective and customer oriented organization• Launched Ariston technical training courses in less than two months time. Trained 690 attendees from external service partners in all Vietnam• Improved the after sales service network coverage by selecting and signing new agreements with service partners. Increased the number of service partners from 50 to 64• Started-up a new nationwide call centre located in the factory near Hanoi• Completed vacuum tube line on solar thermal water heaters range

Main responsibilities:• Supervision and support to key projects in China• Member of the China committee in charge of change managementResults:• Launched six Ariston Brand Stores in middle China• Coordinated the company restructuring project led by the Far East Managing Director ad interim, and eventually by the new Country Manager

Community manager of FiordiRisorse for Marches region together with another Regional Manager and member of FiordiRisorse's Board of Directors.

Main responsibilities:• Start-up, organization and management of the company• Support Tecnowind in the search of common suppliers and management of the supply chainResults:• Completed start-up and organization in one year with 77 people. The new company first product shipment happened exactly one year after company establishment• Achieved ISO 9000 certification for the branch• Found new suppliers for glass and bulbs

Main responsibilities:• Start-up of a production plant in China• Management of China outsourcing project for finished products, and in part also for components• Product management of glass ceramic hobs business, especially for electronic controlled and induction hobs• Product management of built-in espresso coffee machinesResults:• Established a WFOE (Wholly Foreign Owned Enterprise) in People’s Republic of China named Huzhou Lux Home Electrical Appliances Co., Ltd., with the participation of SIMEST as minority shareholder• Signed a contractual joint-venture with a Chinese partner for manufacturing products in China• Established a company in Hong Kong (Tecnowind Pacific, Ltd.) and appointed as Sole Director• Found and launched in production components from new Chinese suppliers for several vendor categories• Introduced new suppliers for glass-ceramic hob components contributing to the development of the business (sales more than doubled in two years and Tecnowind became the leader among OEM manufacturers for glass hobs)• Completed the development of a UL approved built-in espresso coffee machine for USA market

Main responsibilities:• Market analysis and product development strategy definition for every brand (Candy, Rosières, Hoover) in relevant markets• Implementation of product development projects together with other Departments• Day-by-day product management during complete life-cycleResults:• Successfully launched four complete new cooker ranges for European markets, a new large cooker range for Europe and Australia, two microwave oven ranges for Russia and Europe

Main responsibilities:• Market analysis and product development strategy definition.• Communication activities (catalogues, Internet, press contacts, fairs, etc.)Results:• Launched several new products• Assigned to key customer as project leader (ATAG Pelgrim Etna in the Netherlands, Seppelfricke in Germany)• Development of kitchen studio and kitchen manufacturer segments in Germany

Compulsory military service with rank of 2nd Lieutenant by 121st Infantry RegimentEmployed in the Regiment Administration office under the Administration Service Chief.Main responsibilities:• Regimental administration and accountability• Post and Travel documentation with a staff of 3 people• Regimental duties (orderly officer)

Main responsibilities:• Financial controller for the start-up of the factory in Luxembourg• Coordinate the installation and set-up of IT systems in the new factoryResults:• Set-up a monthly reporting system mainly for the production performances• Installed and activated all IT systems with remote connection to Italy

Main responsibilities:• Cooperation in projects under the supervision of senior consultantsResults:• Closed the revision of L.488 assigned applications by private companies assigned by a regional bank• Analysed the business of a shoe manufacturer, in order to define a business development strategy