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ANY SUCCESSFUL INITIATIVE REQUIRES BOTH A VISION OR GOAL AND A FLEXIBLE, STEERABLE, OUTCOME-ORIENTED PLAN.

SUMMARY OF MANAGEMENT EXPERIENCES

06/2018 >> present
CONFIDENTIAL
SEA-APAC REGIONAL SALES BUSINESS DEVELOPMENT MANAGER - (CLICK/TAP TO EXPAND)

Delivering support to existing and new companies with the BOI (Board Of Investment) procedures and bureaucracy
Helping customers in the region toward Digital Transformation and Digitalization targets
Reducing headcounts and paperwork’s, increasing manufacturing capacity, improving operations’ processes, reducing machinery downtimes
Delivered significant cost savings and increased productivity to customers adopters of the proposed solutions within 6 months
Definition of Business and Marketing Plans, Commercial and Industrial Strategies, Budgets, and management of P/L
Preparing reports for upper management and commercial presentations for customers
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Sole responsible for the Digitalization in the region, evangelized the steel industry with the new Industrial Automation technologies
Managed P/L, and Business Unit’s budget for the region
Created market strategy and business plans, both Year-to-Year and Multi-Year
Suggestions and insights to HQ for future actions and products
Coordinated local mechanical country managers (one or more for each country), to maximize efforts in reaching out existing and new customers
Established relationship with customers in the 15 countries of the SEA-APAC region
Created a culture of honesty, transparency, and open-door policy, offering outcome-based solutions
Trained the steel plant’s management and key positions on Industry X.0 and latest industrial automation technological platforms

See separate table for detailed sales achievements

Supervised and coordinated the operations of a team of 35 developers, 20M eur, 4000 users, 17 projects, 3 geographical locations
- 75% production system downtime implementing strict DevOps operations’ control
- 40% deliverables showstoppers by creation and implementation of standard formats for project documentation
Managed overall operations with a view to ensure timely accomplishment of projects’ targets within the time and cost parameters
Applied PMP, PRINCE 2 and AGILE frameworks to define clear rules in the sites
Managed the operations, the product versioning and rollout, the deliverables approval (linked to payments)
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Opened new market and acquired new customers for the CONFIDENTIAL ERP system, among SMEs in the Northern Italy area
Maintained marketing budget and optimized expenses
Rolled out 2 complete ERP implementations and projects’ documentation
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Defined and managed Year-to-Year and Multi-Year B.U. business plan and investment budget
Selected, hired, trained, and managed local staff (10 in Thailand + 5 in India)
- 20% IT infrastructures costs, by selecting new vendors or discussing better process with existing one
Negotiated with DELL and IBM leasing contracts with defined SLA and yearly refreshing of equipment to the latest available technologies (for engineering design department)
- 100% engineering leaking, implementing Data Loss Prevention System
+ 5 new branch offices in Asia, with definition and approval of budget by HQ CEO, selection of contractors and vendors, project management of operations and activities
Rolled out new ERP, new PLM, new HRMS, new ATTENDANCE system, new ACCESS CONTROL, new CCTV
Reinvested cost saving and process improvements in staff training and development and early implementation of new technologies
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Rescued from failure the first (pilot) of the four projects and received official recognition from final customer
Hired, trained, supervised, and managed up to 30 technicians, in 4 overlapping hulls (2 x 3M eur + 2 x 10M eur projects)
- 100% red or yellow flags on project’s deliverables and quality claims
Overseen day-to-day operations, ensuring that employees work productively, in a safely manner, and that all materials required would be available on time to ensure accomplishment of projects’ targets within the time and cost parameters
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NCO (non-commissioned officer) yeoman supervising the Command & Services Company's orderly room managed more than 200 PEOPLE
Scheduling and supervision of personnel shifts (armed guards, service duties, external services, etc.) on behalf of lieutenant’s
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