Agritech company owned by Private Equity

Defined the KPIs to support and follow the business decisions. Created the Ops Reviews using both KPIs and ERM. Managed GDPR implementation and internal control automation. Responsible for the Business Continuity. EBIT turnaround achieved in 12 months.Responsible for driving the Group's assurance departments with a focus on risk management (ERM), internal controls and business continuity to ensure business decisions are made about the right things at the right time.Accountable for… Show more Defined the KPIs to support and follow the business decisions. Created the Ops Reviews using both KPIs and ERM. Managed GDPR implementation and internal control automation. Responsible for the Business Continuity. EBIT turnaround achieved in 12 months.Responsible for driving the Group's assurance departments with a focus on risk management (ERM), internal controls and business continuity to ensure business decisions are made about the right things at the right time.Accountable for CEO special projects such as the development of the GDPR framework, for running the Business Continuity under the COVID-19 epidemic and M&A. Show less

Mimosa was founded in 2014 to develop and empower young Chinese chefs to develop socially responsible food solutions bringing the best Italian know-how.Mimosa's blue angels investors support, from green-field, selected chefs in their entire journey to become Ambassadors and Owner of well renowed Italian restaurants.

CFO of the Global IT. • Leading the Finance reorganization of the IT at Group level • Bring best practices and drive the alignment of the processes into the Group• Identify areas of efficiencies and effectiveness • Design the Vision of the Future state of and effective and efficient organization• Built up team to sustain the strategy and the roadmap to enable such reorganization. • Designed Strategic plan and central point of approval - pre Group CFO - for the IT… Show more CFO of the Global IT. • Leading the Finance reorganization of the IT at Group level • Bring best practices and drive the alignment of the processes into the Group• Identify areas of efficiencies and effectiveness • Design the Vision of the Future state of and effective and efficient organization• Built up team to sustain the strategy and the roadmap to enable such reorganization. • Designed Strategic plan and central point of approval - pre Group CFO - for the IT business cases Show less

CFO with responsibility for Budgeting, Consolidations, Management & Internal Reporting, Accounting and Strategic Initiatives (DSO reduction and Real estate).Main achievements:►Strong support to the business development from 52M EUR to around 320M EUR - in 9 countries with around 9000 employees - through:►►definition of a clear business strategy rolled out through the mix between strategic planning and business planning. ►►M&A, including Due Diligences, ranging between 40M EUR… Show more CFO with responsibility for Budgeting, Consolidations, Management & Internal Reporting, Accounting and Strategic Initiatives (DSO reduction and Real estate).Main achievements:►Strong support to the business development from 52M EUR to around 320M EUR - in 9 countries with around 9000 employees - through:►►definition of a clear business strategy rolled out through the mix between strategic planning and business planning. ►►M&A, including Due Diligences, ranging between 40M EUR and 1B EUR. Management of internal stakeholders expectation and external suppliers (Big 4).►►Re-engineering of the Finance processes in US & Europe (mainly Italy, Germany, Bulgaria and Spain) changing reporting structures and implementing robust project management. ►► Closing of deals with NPV positive after 18 months.►► Developed of a worldwide brand (Modis IT Outsourcing).►► Initiated a number of international reorganizations, relocations and cost-cutting exercises. Show less

Built from greenfield the digital Adecco company (ADIA)- Defined the business model and the pricing strategy. - Selected a single IT supplier. - Separated Adia from Adecco. Built a flexible back-office. Created new HR bonus model.Results: Moved from 4 to xyz+ FTEs. EBITDA of €xyz million on Y2 (market leader in CH). Platform scalable and started the global roll out. Cost to serve reduced by xxx% through automation.- Responsible for the financial negotiations with Infosys… Show more Built from greenfield the digital Adecco company (ADIA)- Defined the business model and the pricing strategy. - Selected a single IT supplier. - Separated Adia from Adecco. Built a flexible back-office. Created new HR bonus model.Results: Moved from 4 to xyz+ FTEs. EBITDA of €xyz million on Y2 (market leader in CH). Platform scalable and started the global roll out. Cost to serve reduced by xxx% through automation.- Responsible for the financial negotiations with Infosys (moved from JV to fix price after MVP).- Head of pricing including innovative employee payment and insourcing pool of workers.- Built efficient back-office processes integrated with local finance Adecco teams (no additional FTEs).- Responsible for budgeting, forecasting, financial planning and analysis, business metrics reporting, treasury and all general accounting functions.- Aligned the processes to the Adecco ones (clean audit by External Auditors) with high automation.- Member of the steering committee taking business decisions: roll out in new countries / verticals;replace current back office systems with the platform and / or move business into the platform. Show less

Directly reporting to the Audit Committee Chairman, and to the CFO Group, I led a multicultural team based in Europe, Asia and North America. Main achievements and responsibilities:► Developed the work from pure SOX compliance to a mix SOX / risk based audits insourcing the activities. This allowed to reorganize the department (from 28 to 20 people), to reduce the costs by 35% and to establish a real partnership with the operations and the external auditors. ► Strong interaction,… Show more Directly reporting to the Audit Committee Chairman, and to the CFO Group, I led a multicultural team based in Europe, Asia and North America. Main achievements and responsibilities:► Developed the work from pure SOX compliance to a mix SOX / risk based audits insourcing the activities. This allowed to reorganize the department (from 28 to 20 people), to reduce the costs by 35% and to establish a real partnership with the operations and the external auditors. ► Strong interaction, leading to focus the audit on the real company risks, with:• The Audit Committee Chairman (monthly meetings) and the Audit Committee• External auditors (both Primary team and Local teams) • Group Senior Management (CEO, CFO, CHRO, SVP Accounting, SVP Tax and Treasury, Chief Business Development and Chief Sales Officer)• CEOs and CFOs of all the countries ► Preparation and approval of the yearly plan in collaboration with local management and Group functions. ► Completion of all the approved audits (40 per year) and all the ICOFR controls review reducing the overall Group risks► Developed the audit methodology. Certified the department with the “Institute of Internal Auditors” (IIA)► Fraud investigations and relations with local lawyer► Improved the compliance framework.► Review and approval of the Group Policies changes► Built – with Group HR – a Talent pipeline reducing the turnover from > 50% to < 10%► Implemented a GRC for monitoring the compliance and managing the audits► Implemented the Enterprise Risk Management ► Ad-hoc projects / investigations as required► Use of external resources from Big 4, colleagues from Finance, Legal, Treasury and Operation Excellence. Show less

Reporting to the SVP Head of Group Internal Audit, I lead the EMEA Internal Audit function (8 employees). Main achievements and responsibilities:► Split the audit work based on risk assessment from the work required by the Sarbanes Oxley 404. The creation of 2 different departments allowed to reposition the EMEA IA department within the company gaining full acceptance. This resulted in having the audit services constantly requested, and the department became a talent pipeline for the… Show more Reporting to the SVP Head of Group Internal Audit, I lead the EMEA Internal Audit function (8 employees). Main achievements and responsibilities:► Split the audit work based on risk assessment from the work required by the Sarbanes Oxley 404. The creation of 2 different departments allowed to reposition the EMEA IA department within the company gaining full acceptance. This resulted in having the audit services constantly requested, and the department became a talent pipeline for the entire EMEA region. 50% of the team moved into operations.► Moved the department from Netherland to Switzerland.► Implemented the Business Excellence (Lean) in the department.► Involved in the due diligences done in the EMEA region and responsible for post-acquisition audits.► Responsible for the new IT systems (Oracle and manufacturing IT systems) implementations. Show less

Reporting to the International Head of IA responsible for conducting audits and, reporting to the Head of Group Internal Audit involved in special projects (antitrust, business process analyses in all subsidiaries and HQs supporting specific CEO and CFO requests and "Group Risk assessment" project done with external Group insurers).

SAP implementations.

Fiscal and accountant expert, CPA, M&A, book-keeping