• I’ve managed globally the Strategic Business Unit, 350 people and 4 production plants in the world (Italy, Mexico, Brazil and China) with direct responsibility for the global P&L• In less than 3 years I grew up the business of about 40%, re-organizing the company, reducing costs and increasing company profitability and EBTDA of about 30% througho Reorganization of the commercial structure dedicated to business unit o development and integration of the different manufacturing facilities worldwide by implementing world-class manufacturing system and lean manufacturingo Reorganization and automation of system planning / logistics with average lead time reduction, increased order visibility and traceability, reduction of indirect costs of production by 15%, simplification and standardization of production processes in various plantso Implementation of a new design automation system with time reduction of 40%o Development of global supply contracts with strategic suppliers (raw materials and components in the drawing) with 10% reduction of material purchasing costs o Reduction of indirect costs and related overhead structure by 10%o Introduction of three new products with innovative solutions, development of a new line of business

•• I have been managing the HRS business unit with full responsibility on global P&L, at the same time I was commercial director of Inglass corporation being responsible of the whole sales of the corporation, defining the growing strategies of the corporation (either organic or through M&A)• I’ve contributed to increase the turnover of the HRS business unit of about 80% in three years, and the total volume of business of the company of 40% , increasing EBTDA% , limiting the effect of the crisis in 2009 thanks to:o The development of new selling proposition of the company based on the analysis of the added value chain, directing the company to offer value-added engineering to reduce costs and improve customer product, leveraging the Inglass-HRS competitive position compared to competitors.o The definition of cooperation and supply agreements with the largest groups in the world of plastic car parts (Faurecia, Röchling, Magneti Marelli, Plastic Omnium, IAC Group, Johnson Control ...) . o The expansion of the direct network in Eastern Europe, Turkey, USA, Mexico, Argentina, India and Japan. o the development of two new product lines, with market analysis and competitive positioning, definition of technical specifications based on customer requests and creating related three years business plan, in order to differentiate the business in new markets outside the automotive sector.o The implementation of a CRM web based tool to coordinate all sales information (international projects, visit, reports…) of all network.o Continuous improvement of the informatics tools of the company. o Automation of design and manufacturing, lean manufacturing

• I managed the division of hot runner injection systems (HRSFlow), in both manufacturing and commercial aspects, being responsible of the global P&L • I’ve been able to increase the business of 50% in less than two years starting the development of a global network• I coordinated the operations of the division and I’ve implemented internal projects introducing lean methods to reduce the lead time of production, from 6 to 3.5 weeks average. • I set up and coordinated plans and activities to improve the product, processes and informatic tools of the company with particular attention to those relating to the production monitoring and flows.

• I have managed and coordinated research and development group (8 persons) with a yearly budget of1.5 Mil € filing 14 new patent applications (8 of them as inventor) increasing the number of product series from 7 to 12• HRS Inglass was reported in 2006 by Eurispes among the 100 most innovative companies in Italy, I have managed various ccoperations with Universities and European Reasearch Centers

Part time job (from 8 a.m. to 2 p.m.)