Specialisti nelle lavorazioni meccaniche di precisione ad alta qualità con macchinari ed attrezzaturetecnologicamente all’avanguardia. Soluzioni avanzate per i mercati MOTORSPORT, AERONAUTICO, AEROSPAZIALE, DIFESA, NAUTICO, AUTOMAZIONI INDUSTRIALI

I managed about 50 employees (35 workers - 15 employees / cadres). I was operational in the front line to support and supervise the Sales/Purchasing Manager, the CFO, the Quality Manager and the Technical/Production Manager. I was firmly committed to improving production, turnover and margins (monthly / annually) dictated by the President of Ovako Cromax AB, to whom I functionally and hierarchically carry out. The goal I set for the first 12 months was to bring the company and the first… Show more I managed about 50 employees (35 workers - 15 employees / cadres). I was operational in the front line to support and supervise the Sales/Purchasing Manager, the CFO, the Quality Manager and the Technical/Production Manager. I was firmly committed to improving production, turnover and margins (monthly / annually) dictated by the President of Ovako Cromax AB, to whom I functionally and hierarchically carry out. The goal I set for the first 12 months was to bring the company and the first line of managers out of the medium-regional context where they had been too long, steering them towards a productive, organizational and cultural internationalization, only formal up to today (because Ovako Molinella is 100% controlled by Ovako AB, the Swedish Multinational with 3000 employees and 800M € of turnover).Main results in the first half: EBITDA growth from 4.5% to 9.5%, SQEP Caterpillar certification, + 30% order income, Business plan for new production and logistics lines. Show less

The President of the compny appointed me to build the sales network across the Americas. In 14 months the network of distributors and agents was fully formed and the orders pipeline increased from 0 to 5M€. In addition, special mandate for OEM’s Business development

In synergy with the Sales Director of the Group, I was responsible for: 10 Area Managers (worldwide markets), 3 Branch Managers (Americas, China, India) and 25 Distributors (worldwide). I defined and monitored the annual sales targets and I handled the contacts, price lists and contracts with the main OEM customers (Siemens, General Electric, IBA, ACSI, Bayer). Speaker / Exhibitor at conferences. In addition, special mandate for: Increase of OEM sales price list Commercial… Show more In synergy with the Sales Director of the Group, I was responsible for: 10 Area Managers (worldwide markets), 3 Branch Managers (Americas, China, India) and 25 Distributors (worldwide). I defined and monitored the annual sales targets and I handled the contacts, price lists and contracts with the main OEM customers (Siemens, General Electric, IBA, ACSI, Bayer). Speaker / Exhibitor at conferences. In addition, special mandate for: Increase of OEM sales price list Commercial Management and start-up of the new BU 1MP (turnkey projects) Strategic alliances with new partners Definition of procedures/team/KPI sales area, competitors benchmarking Main targets achieved: Turnover increase in 2 years: +20%; OEM price list increase: +20% Regaining lost customers vs competitors: +25% Tenders won in 2014: +15% Successful restructuring of commercial networks: America and Italy Show less

Key Account Manager of the Renault-Dacia platform, one of the major and strategic clients of the Group. I was responsible for the Project Manager, the Operations Manager and the respective teams dedicated to the platform (Quality, Installation, After Sales, Back Office, etc.). Proactive Management of the OEM commercial/contractual relationship. Coordination and responsibility of all projects both ongoing and under development.In addition, special mandate in 2011 for: Market… Show more Key Account Manager of the Renault-Dacia platform, one of the major and strategic clients of the Group. I was responsible for the Project Manager, the Operations Manager and the respective teams dedicated to the platform (Quality, Installation, After Sales, Back Office, etc.). Proactive Management of the OEM commercial/contractual relationship. Coordination and responsibility of all projects both ongoing and under development.In addition, special mandate in 2011 for: Market development OEM Russia Key Account Management Volkswagen/Audi/Seat/Skoda,TATA (India/Italia/Venezuela), BMW-MINI (Italia), SUZUKI (Italia/Pakistan) platforms. Main goals achieved: Increase in business with OEM’s by proposing bi-fuel version of new car models (supported by market analysis data/study): Dacia Duster, BMW-Mini, Tata Indica Increase of customer satisfaction KPI Show less

Working closely with the CEO, I was responsible for 4 Area Managers (Europe and USA). Definition of annual sales targets in synergy with all the companies of the Group (Bertolina, Cemafor, Mape USA) and direct management of the business and the contracts with major customers in Europe (Ducati, Ferrari, Lamborghini, Porsche, AMG, Piaggio, Yamaha, KTM, Mc Laren, etc.). In addition, special mandate for: Sales price list increase Recognition by the customer of raw material price… Show more Working closely with the CEO, I was responsible for 4 Area Managers (Europe and USA). Definition of annual sales targets in synergy with all the companies of the Group (Bertolina, Cemafor, Mape USA) and direct management of the business and the contracts with major customers in Europe (Ducati, Ferrari, Lamborghini, Porsche, AMG, Piaggio, Yamaha, KTM, Mc Laren, etc.). In addition, special mandate for: Sales price list increase Recognition by the customer of raw material price indexing Drawing up “Long term agreements” Implementation of sales strategy performance indicators Definition of work flow procedure/sales team reorganization Market share analysis, benchmarking, competitors study Main goals achieved: Turnover increase in 2 years: +18% Sales of new products/components: +12% Entry as a supplier of connecting rods (replacement of competitor: Pankl) for engines Ferrari, Lamborghini, Maserati, McLaren, AMG Show less

In synergy with the Ownership, I had the responsibility of the management and the business development of the company. Prime responsibility for the most important customers (Lamborghini, Ferrari, Porsche, Agusta Westland, Alenia Aeronautica, Mitsubishi, Brembo, Toyota F1, Renault F1, Mc Laren, ZF SACHS, Aston Martin, Ricardo, etc.) Main goals achieved: Turnover increase in 2 years: +12% Contracts/orders for new strategic products: bolts for helicopter rotors Agusta Westland… Show more In synergy with the Ownership, I had the responsibility of the management and the business development of the company. Prime responsibility for the most important customers (Lamborghini, Ferrari, Porsche, Agusta Westland, Alenia Aeronautica, Mitsubishi, Brembo, Toyota F1, Renault F1, Mc Laren, ZF SACHS, Aston Martin, Ricardo, etc.) Main goals achieved: Turnover increase in 2 years: +12% Contracts/orders for new strategic products: bolts for helicopter rotors Agusta Westland (Finmeccanica) Show less

Responsible for the engineering, development, SOP of the project, developed from the design to the production and delivery. Foreign missions to customers (not followed personally) to resolve particular issues where diplomacy and decision-making skills played a key role. In charge of a research project of innovation of some production processes in collaboration with the Universities of Bologna and Modena, with successful securement of European funding (1,5M€).