For a smart family company, owner of some well-known brands in Brussels and Antwerp, I was in charge of the selection of new suppliers or of specific items in order to improve the offer in the restaurants. I negotiate global agreements and promotional opportunities with the focus on the economic goals. I supported the marketing department, analyzing the market trends and the feedback on the social media in case of special events or new products. I prepared the technical sheets for the recipes in collaboration with the chefs, taking care of costs and taste. I verified and approved the monthly inventories. As Quality Manager, I did regular audits in order to increase the Food Safety System. The relationship with the Agency for Food Safety Control was one of my duties as well.

As leader of the Quality Team, my duty was to uniform and update the Food Safety manuals of the different contracts, mostly about the norms concerning MOCAs and allergens. The main challenge of the team had been the renovation of the Quality System and in the month of June, we obtained the certification ISO: 2200 (CSQA) for the supply chain and the sales services. In the meanwhile, I managed some important non-compliances related to the supply chain in Kosovo and the Food Safety System in South Lebanon.

In April 2016, Ciano T&S acquired the company I was working for. I was confirmed in my position of Operations and HR manager and I was mandatary for the companies’ merger. The contact with the EC remained my direct responsibility. As Human Resources Manager, I managed the relationship with the Trade Unions, the definition of the company policies, the creation of training plans and the employees’ performance evaluation. In the meanwhile, I gave guidelines on the culinary policy and about specific offers as fair-trade or organic products. I set up and shared with the middle management the quality and operation standards finalized at economic targets. I supervised the respect of the food safety system.

I came to Belgium to manage Operations and Human Resources for a contract for catering services at the European Commission. I was in charge of establishing all the points of the quality offer, the food and cooking policy and all the instruments to guarantee the application of the food safety system. I defined the annual goals and controlled, thanks to a management control system, the impacts generated by the action plans. The contact with the EC was my direct responsibility. I managed the relationship with the representatives of the workers and the Trade Unions. The hiring process and the training plans where my duty as well. I achieved in June 2014 I the certification ISO 9001 (Certiquality) for sales process, that was then confirmed in June 2015.

I arrived in Rana, the most important filled pasta producer in Italy, in a crucial moment. The Catering Direction had grown up very fast in the previous eighteen months; therefore, a reorganisation was required.I was responsible for the direct management of nine sites in shopping centres and malls. I prepared, in collaboration with the Account Department, the monthly forecast report and the periodic sales analysis, supervising daily the in-site operations. I introduced productivity parameters and established the KPIs for the sites performance evaluation.Moreover, thanks to my previous duties, I was in charge of the redefinition of the Food Safety system for the whole Division, task that I achieved in approximately six months with the support of an external consultant. Finally, I was in charge of an economic and operational study concerning the direct management of 5 Swiss stores, previously opened in franchising.

Initially I was in charge of the new site openings inside the airport and the railway station of Catania (Sicily). I had to set up all the standards for sales, operations and food safety. I trained the recruits and coached the teams.Moreover, I was the supervisor for the sites inside the Olbia airport (Sardinia) where I brought all the standards tested in Sicily. Once back to the HQ I became area manager for the Northeast: 18 restaurants and 8 retail shops most of them inside the Venice airport and the Treviso airport. I developed and ameliorate the knowledge I had obtained in terms of operations, sales and food safety standards to face this new challenge: during the high season, I had more than 300 workers under my supervision and the turnover was about 40 million euros per year. After about eighteen months, I left the area that was split in three smaller ones, and had the chance to participate to a key project: the introduction of the Kaizen (or Toyota) system in the Food & Beverage Direction. For about one year, I participate at regular meetings with a specialised team to set up the basis of a cost control system focused on waste and personnel cost. The objective was to overrun processes by step and introduce in selling, operations and food safety activities, the concept of flow. In the meanwhile, I was area manager of 7 sites in the Italian motorway, being in charge of the rollout of the new operation standards with the achievement of important performances.

I began as buyer with the task of reinforcing and organising the Purchasing Department. I was in charge to classifying all the suppliers’ dossiers in order to rationalise the assortments. I participate to the negotiations process, at the beginning with the supervision of a consultant, then by myself, relying on my own decisional power. The objective was to renegotiate better frame contracts and increase advertising contributions. I implemented two management systems: X3 in 2004, Sap in 2006. I analysed and validated the inventories of about 30 stores. After the acquisition of a catering company in Austria (Airest) I was the purchasing and operations representative for Airport Elite in Vienna. I was as well in charge of the food safety and security policy on the work place; with the support of a consultant, I established the HACCP plan, the manual of good practices and all the team training. We achieved in January 2007 the certification ISO 9001 (Rina) for purchasing, production and sales processes.

I became project leader of the deCanto wine-bar, a new concept that was planned inside the new Venetian airport “Marco Polo”: I was in charge of selecting the suppliers, training the team and setting up of operational standards. After the opening, in July 2002, I managed the store, created the budget reports, developped the sales analysis and identified the KPIs. When we achieved the expected performances, I felt ready to pass the responsibility of the store management to my deputy.

I was in charge of selecting and buying the wines that made our cellar renown in town. I managed about 600 different labels, focused on Italian and French wines, but with a worldwide choice. I was in charge of establishing a weekly wine by the glass list according to the menu. During the service, I suggested to our customers the best combination food and wine (bottle or degustation). I organised some events dedicated to local wine producers.