COO of GE Additive and senior executive director of enterprise Lean deployment. In my role I lead execution of enterprise goals (revenue, profit and free cashflow), and own operating rhythm and process improvement initiatives for the entire business (Kaizen events, process re-engineering, etc).

I own continuous improvement initiatives across the enterprise through adoption of six sigma, Lean and digital tools. Focused upon cost, cash and customer fulfilment, my team drives an Operating System designed to deliver steady improvement of process entitlement. Beyond the systemic process focus, I also directly lead cost out initiatives across Avio Aero in order to deliver margin expansion for the business. My team ensures timely execution of cost-out projects through digital tools and defines the methodology and processes to deliver a steady pipeline of ideas impacting product cost and industrial costs in general. Since April 2020 I also hold the interim position of Avio Aero Chief Information Officer.

In this role I led the Leap worldwide retrofit operations. My responsibilities included defining and agreeing the engine removal plans, working with Engineering to extend Time on Wing as needed, allocating lease assets, driving wing to wing TAT reductions and coordinating capacity and capability increase in the CFM network.

I led a team of 11 Program Managers whose mission was to run aftermarket campaigns across all the GE Aviation product lines. My team operated in coordination between Engineering, Supply Chain, Commercial and 5 aftermarket areas: Americas, MEA, China, APAC, Europe. Our primary target was reducing exposure to disruptions (in-flight shut downs, delays & cancellations etc) and utilizing digital tools to increase asset utilization and Customer revenues. We coordinated with 200+ Field Engineers and Customer Support Managers, bringing Voice of the Customer into HQ and ensuring disciplined worldwide communication. We defined and managed retrofit campaigns and associated business plans including sales strategies, discount levels, concessions, service credits, and alternative currencies.

I led a team of 25 members, with the goal of defining the worldwide footprint strategy and ensuring integration with GE Aviation. I managed the CAPEX budget, preparing and implementing short and long-term plans and executing against our financial targets. I led the industrial innovation in partnership with Engineering, Universities and Research Centers, launching innovating manufacturing engineering courses with 3 main Italian universities and redefining the roles and the organization of the Avio Aero manufacturing engineering community. In defining the product mix by each product center, I also shaped the strategic make/buy balance and launched innovative initiatives to transform our supplier basis.

I led a team of 40 professionals spread between Italy and the US, with the responsibility of leading the Supply Chain organization. This included three main areas of responsibility. The first was interfacing our Customers' Operations to flow down their demand and managing deliveries, priorities and recovery plans. The second was managing the production planning system in order to seamlessly plan the aggregate demand while ensuring level loading, adequate lead time margins/buffers and our inventory targets. The third was leading Supplier Development initiatives, either by solving short term delivery issues or by running capacity assessments in the vendor base. I met and exceeded both delivery and inventory targets in 2013.

I start my program management role in 2004, leading jet engine modules development from concept to entry into service and beyond, establishing the project baseline, managing development schedules and costs for a grand total worth 150M$ of R&D expenses and 100M$+ CAPEX. The team successfully achieved the project targets and contributed to establish a new benchmark for project management in the Company. During my assignment I underwent Black Belt training and certification. In 2008 I was promoted to manage the GE Aviation account and to lead of a team of 8 program managers. I had responsibility of Profit & Loss for a portfolio of programs worth more than 1,5B$ revenues. My responsibilities spanned from managing New Product Introductions to leading margin and cashflow improvements. I led production capacity planning and execution for the industrial ramp-up and managed significant cost reductions and commercial negotiations to achieve unprecedented double-digit margin expansion for the business.

I started as a reliability engineer and quickly progressed to lead systems engineering integration for the most important military engine program in Europe. In the meantime, I led various projects in the field of mechanical failure investigations, knowledge management and engineering project management. In 2004 I gained my Program Management Professional certificate by the PMI.