Roberto Di Fiore Email & Phone Number

Singapore

Lynge, Singapore, Dk

In this merged role, I led the Wholesale & Retail business in the Region with a significant contribution to Group EbitDA realizing a double-digit CAGR improvement for both revenue and profit vs pre-pandemic baseline. This success stemmed from sales and customer service improvements, new channels opening as well a controlled cost reductions. The team also designed a strategic roadmap to strengthen the leadership position in the markets through dedicated (to emerging markets) new products, emerging markets focus, and key partnerships.

Lynge, Singapore, Dk

Full COGS responsibility leading end-to-end supply chain, encompassing strategic procurement, S&OP, manufacturing, global advanced engineering, distribution, and after-sales service. We did achieve massive Cost Optimization with full integration of the 2-Premium-Brands Operations. This success came from a comprehensive overhaul of our operational footprint, strategically integrating automation and digitalization initiatives.

Singapore , Singapore, Sg

I spearheaded the "Sivantos 2.0 Journey to Excellence" program, significantly improving efficiency across manufacturing, distribution, and after-sales operations. This resulted in a double-digit reduction in COGS and in a best-in-class inventory on revenue incidence’s decrease.. The program leveraged lean principles, automation, digitalization, with a focused CORE/NO-CORE approach leveraging when needed Best-in-Cost partners..

Fabriano, An, It

Within a two-year timeframe, I led a comprehensive operational transformation across Worldwide Operations (Procurement, Supply Chain, Manufacturing, Engineering) and Asian Business (excluding India and Japan). This initiative targeted significant improvements in logistics, manufacturing, market reach, and overall operational efficiency.Specifically, we expanded our focus from B2B to B2C, implemented a new logistics model, and embarked on digitalization of plants. Additionally, we prioritized growth in the USA and European markets through a "Local for Local" service strategy. Achieving these goals, we secured a significant reduction in industrial costs, strategically insourced new talent and increased global purchases and localization rates by 20%. In the Asia Pacific region, we achieved a massive localization rate improvement through strategic collaborations and a revamped distribution business model.

Fabriano, An, It

As the Group CEO's direct report, I spearheaded the turnaround of the Group's Chinese appliance joint venture (JV), a company exceeding 200 million RMB with over 300 employees. This JV primarily focused on local sales (85%) but had export potential. By redefining the mission and establishing a successful B2C strategy with distinct brands and targeted e-commerce, we achieved a significant 40% sales growth. Additionally, strategic partnerships with government entities and customers unlocked new markets in APAC, Russia, and Europe.

Fabriano, An, It

Leading a 2,500-person strong global manufacturing and engineering team across 8 plants (Italy, Mexico, Poland, Germany, India, China), I spearheaded a successful turnaround aligned with a World Class Manufacturing Program. This 3-year plan transformed the organization, optimized the industrial model, and implemented a strategic shift towards automation in Italy to boost competitiveness. Key achievements included a cost reduction of €11.1 million per year (2.5% of COGS) and a complete European footprint review, consolidating production in low-labor-cost countries (Poland) for mid-low-range products while maintaining high-end production in Italy. This strategy extended to establishing a "Local for Local" approach for non-EU markets, including opening a plant in India and integrating a Chinese joint venture.

Fabriano, An, It

As the fully delegated Legal Representative for a Polish start-up (now Europe's most productive plant) within a 28-month period, I spearheaded all aspects – technical, strategic, and diplomatic. This included securing funding, recruiting leadership, and establishing labor relations. I led a team-focused approach with hierarchical responsibility for industrial area managers (Plant & Engineering) and fostered functional collaboration with other departments (Logistics, Procurement, etc.) under HQ Directors. This resulted in a remarkable turnaround:- Increased turnover from €6 million to €53 million (2006 vs. 2009)- Boosted turnover per person by 41%- Improved EBIT from -6.9% to 15% (2006 vs. 2009)- Tripled motor production and increased hood production tenfold- Grew workforce from 160 to 560 employees- Expanded plant footprint from 5,000 sqm to 32,224 sqm

Fabriano, An, It

I led the Group's Industrial Organization, overseeing all activities supporting production flow. This included managing Job Analysis (2 senior specialists + 8 plant-specific specialists), Maintenance & New Installations (4 senior managers + 9 technicians), and Industrialization functions across 5 plants. Additionally, I served as Project Manager for the successful launch of a new production plant in Poland, overseeing all human resources and processes involved in its definition, implementation, and control.

Aberdeen, Gb

Based in Wrexham, Wales, I played a key role in rebuilding relationships with international carbon business partners and suppliers. Simultaneously, I actively supported the Group's Lean Manufacturing initiatives. Working alongside the Porsche Consulting team at ATR, we successfully implemented a Just-in-Time (JIT) approach for deliveries to the Porsche Zuffenhausen plant.

Aberdeen, Gb

Led a team of production support professionals, including 2 Plant Manager Assistants, 1 Production Planner, 8 Production Unit Managers, 8 Project Leaders for operational design, and 22 Technical Area Specialists (CAD Drawing, etc.).

I spearheaded the Overall Asset Efficacy (OAE) Project, successfully boosting production asset efficiency by 4%, reducing scrap by 0.5%, and significantly improving on-time order fulfillment from 60% to 95%.

Successfully managed a €5 million turnover production unit with a strong focus on efficiency improvements. This included overseeing logistics (WM on SAP) and budget responsibility. I served as the key interface for:- Commercial Director: Collaborating on logistics and product profitability matters.- Industrial Controller: Managing product costing and production performance.

I spearheaded multiple initiatives to improve production efficiency and cost optimization. This included:- Job Analysis: Conducted job analyses across various production units to identify efficiency gains.- Product Cost Management: Analyzed and optimized product costs through close collaboration with the controlling team.- Bill of Materials (BoM) & Work Cycle Control: Worked with the control department to streamline BoM and work cycle processes for accurate product costing and quoting.- New Technology Integration: Implemented process control for a new high-tech production unit, ensuring optimal quality and profitability for successful product and process launch.

Executive Development Program

Electronical Engineer