Experiences:
Principal
Business Exploration ®
July 2009 – Present London, United Kingdom
I am a B2B Marketer , with experience in building lead generation funnels for new products & services:
• Market models and competitive intelligence scenarios,
both for New Products and Aftermarket, quantitative and predictive. Can use advanced data Analysis programming SQL,PHP and statistical tools R, Minitab, BI platform like BO and if you are in my area of expertise: Oil&Gas Equipment and Aerospace components, I have my personal Database...
• Strategic Positioning, Branding and Business Modeling,
I bring years of experience in analyzing different competitive scenarios, using Porter's, Christensen's, Ulwick's, Blank's and Ms Revella "Buyer personas" models to define Brands, Brands Elements, keywords, that defend or shelve market segments, and your Marketing Team can easily stick on Prospects' Mind
• Design of inbound campaigns, direct marketing and classic marketing campaigns,
writing the content, managing the social platforms like Fb, LI, Medium, creating copywriting for direct email platforms like Mailchimp, building brochures, sales pitches, and coordinating Agencies to set-up expositions boots and Conferences, finally setting up KPIs dashboards to monitor CTRs, visitors, engagement, Sales Force conversion rate, with the use of CRM, platforms like Siebel, Salesforce, Hubspot or developing dedicate software on LAMP or MS-VBA platforms
• Redesign and change management of go-to-market operations,
Often my activity ends up in a re-thinking of existing marketing processes, the marketing organization and its interfaces with Clients, CEO, Sales, Operations and Aftermarket. Here I bring my experience as Change management facilitator to bring on board of these changes the Marketing Team, the stakeholders and the Company organization. I design and deliver Trainings to Marketing Teams, Sales Forces, Order Management / Project Management back offices, and Engineering organizations
If you need to boost your leads generation rate,
call me at: +44 7491 164 097
Strategy Marketing Manager - Upstream Oil & Gas industry
General Electric - Oil & Gas - Turbo-machinery
September 2006 – December 2009 Houston, Texas Area
My major achievement in this role has been the development of an Oil & Gas Market model, capable to pin point 2 B$/year of equipment sales opportunities.
It worked so well that I was able to predict the 2009 Crisis early 2007. Unfortunately my forecast of a 25% market drop was not believed. I mean, unfortunately for the Company, that was forced to lay-off 10% of its workforce in the following years.
The market model however, was fundamental to the implementation of NPI New Product Introduction Programs ( for whose I was in charge of the business plan definition) like:
- the new Offshore Gas Turbine Package, ( a huge success )
- the CCS Pumps for CO2 sequestration, ( a dream )
- the GE5 Gas Turbine program, etc. (a huge failure … as I predicted)
Furthermore, I was in charge of several commercial initiatives like:
- the penetration of the USA Market (for which I was based in Houston for 1 year
- the consolidation of the FPSO offshore market
- the optimization of the Russian Commercial Activities ( for which I was based in Moscow for 2 months)
and of all the main promotional activites targeting the Upstream industry, from writing whitepapers, to supporting the media communications and press releases, to flank the GE communication team in building events like the GE Oil & Gas annual Meeting and main international EXPO presence.
I also supported of several M&A activities.
I was reporting to a Marketing Director, and used to deal with CXO audience, while leading a small team of Senior analysts in which I made join several Stagers who brought fresh air and enthusiasm.
Marketing Operations Manager - New Products introduction programs manager
General Electric - Oil & Gas - Turbo-machinery
December 2004 – August 2006 Florence Area, Italy
I landed in the Marketing Team due to the success of my previous project about bringing company's cash management and projects' portfolio risks management under control.
In this role I was in charge of building the new operational processes of the new built Upstream Marketing Office. In particular I had to build the competitive intelligence processes, related to the Oil & Gas Equipment Market, its players, competitors and competing offerings. Furthermore I was in charge of monitoring and managing the NPI programs tollgate process, and creating a product information base capable to support the marketing and the sales team.
I was helped in this task by a senior analyst, who was invaluable to jump me into the industry network and its key data providers.
The process and intelligence was supported by some software tools I developed.
The Sales Team highly appreciated the results of this efforts: the publication of a booklet, called “Omnibus” summarizing all the commercial and technical data of the huge GE Oil & Gas and GE Energy Products portfolio.
Cash Risk Process Digitization Leader - PMO Cash Manager, Upstream Division
General Electric - Oil & Gas - Turbo-machinery
January 2004 – December 2004 Florence, Italy
In this role I was in charge to transform the cash collection process of the Upstream Division Projects' Portfolio ( 1B$/year, ~150 Projects, ~10 Payment Milestones each + scope changes, extras and liquidated damages), with the goal to bring it under control, assuring predictable cash collections on a quarterly base.
I achieved this leading a small task force, half dedicated to build an innovative software capable to:
- track each milestone's plan, forecast and actual completion,
- show crisis areas where functions as Engineering, Sourcing, Manufacturing, Testing etc were/would not not able to deliver
- manage risk level and forecasting accuracy through an innovative Risk Management approach, half based on historical data, half based on each project manager's gut and feel.
the other half of the team was dedicated to make the new process run:
- help project managers deal with the new software releases, issued frequently to incorporate their feedbacks
- assure data consistency and completion of the milestones as per company's plan
- use the new tool's automated reporting and summaries to guide Top Management in soliciting other functions support during critical times like lack of resources, attention, or Client's solvency
- grant the liaison with the Company's Finance Functions and Treasury Function in order to assure data consistency and their activation in case of any problem on the collection process
This tool and process is able to predict quarterly cash collection with a 2% error and has been successful adopted by the whole company as the way how GE Oil & Gas keeps Projects' Portfolio under control.
It is still in use in 2017, albeit transferred on the Oracle platform, and extended to all the businesses worldwide.
Six Sigma Black Belt - Project Management Office
General Electric - Oil & Gas - Turbo-machinery
January 2001 – December 2003 Florence Area, Italy
Being the Project Management Black Belt meant be in the cyclone center of a cultural transformation that brought GE Oil & Gas Project Management Office from being just a little step above a concierge service, to be the command board of a “machine” capable to digest 3 billion dollars per year of equipment projects, delivering them at full speed, record margins, top quality and maximum customization over 5 continents and 7 seas.
My role here was of a strategic and operative support to the PM Director (Guido Ciatti) in finding, designing and deploying key best practices in order to assure that a team of ~100 Senior Project managers, Planners and Quality Assurance Engineers could deliver.
Among the many steps of this amazing path to excellence, I have contributed in particular to:
• Facilitate the PM Leaders’ “annual strategic sessions” in order to build cooperation and common soul on strategic objectives
· Map company processes from Order to Remittance creating a map of key decision steps along the company’s value chain that greatly helped all the project management team get in control of the projects’ progress. ( the final map – an A3 page with just the very key steps – has been hanging in the office of the Planning Director for years in a luxury portrait frame…). The map was associated to a staged tollgate process with dedicated checklists to guide the project managers along the project progress.
· I have supported the Project Management function’s growth from few hundred millions USD/y revenues to 2B$/y, leading the BPR of several process:
. the Project Launch,
. The Plan & Control process,
. The Capacity Management process (CPS),
. The Project Document Management,
. The Risk Management and Contract Management process,
. The Project Closure, Handover, Shipping and Transportation,
. The Customer Satisfaction Process and its KPIs
· I managed a 45.000 Euro software development project based on BO - Business Object- called the "Project Dashboard", from which a PM could have all the critical project progress data in one screenshot. (featured on "Impiantistica Italiana - 2006", the ANIMP official organ )
· I created Access-VBA software tools capable to precisely define Engineering, Sourcing and Manufacturing phases’ progress of a Project, with a click. We called it "the Control Room" and allowed GE to overcome a deep communication crisis with the Customer: Chevron, on the famous TENGIZ project ( the highest well re-injection pressure on Earth, at that time )
· The design of a dedicated Project Management Course for the GE Oil & Gas University, specifically tailored for the equipment manufacturing industry and for GE employees and key Customers. (I also wrote a book titled “Project Manufacturing Management”, condensing 8 years of hands on experience and key ideas).
· The selection and hiring of more than 30 new Project Managers.
· The support for the integration of the project management functions of the Companies acquired by GE Oil & Gas: Termodyne (France), ACC Compressors (USA) and PII (UK & USA). Actually a great learning experience, that allowed me to compare 3 different Project Management Culture and pick up time tested best practices world wide.
Project Manager - Refinery and Power Generation turbo-machinery
General Electric - Oil & Gas - Turbo-machinery
January 1999 – September 2000 Florence, Italy
Responsible for Contribution Margin, Cash Collection, Change orders negotiation, Quality and Delivery
· Project Manager for SINCOR - Parsons-TECHNIP Heavy Oil Upgrade – Hydro-treating and cracking > (Venezuela); 25 MM$ turbo-machinery equipment > on time delivery and budget achieved; Leading an international team of +100 Senior Employees
· Project Manager for ICT – CET 3 EDISON Power Generation – (Italy) – 10 MM$ furnace blast gas compressors > on time delivery and budget achieved; Leading an Italian team of ~25 Senior Employees
Project Engineer - Gas Re-injection turbo-machinery
General Electric - Oil & Gas - Turbo-machinery
April 1997 – January 1999 Florence, Italy
Responsible for Engineering execution, meeting contractual requirements in terms of quality and international standards
• Project Engineer for ADNOC ASAB Sour Gas Re-injection – ENI - Saipem - Snamprogetti (UAE) – 100 MM$ turbo-machinery – on time delivery and budget ; Leading a large international cross functional team, involving suppliers and all engineering departments.
• Project Contract Engineer for OGD Gas Development - Reinjection Project – PETROFAC (UAE); 10 MM$
• Products managed: gas turbines up to 30Mw, steam turbines up to 12Mw , centrifugal compressor up to 480 bars, reciprocating compressors, steam air condensers, electric drivers, lube oil consoles, seal gas panels, couplings, gear boxes, control panels, etc..
Research & Development engineer - Automated Lines machinery
ATOP S.p.a - electric motor winding machines
April 1996 – April 1997 - Poggibonsi - Italy
Design of kinematics mechanisms for automated lines producing electric motors.
• Design of stator winding machine. Doubled previous model productivity (from 800 to 1600rpm) and dramatically simplified the machine settings and tooling.
• Responsible for ISO 9001 implementation in the Engineering Department.
Design Engineer - Finite Elements Design & Fatigue analysis
Danieli S.p.a.- Steel Industry machinery and plants
April 1995 – April 1996 (Udine—Italy)
Design of equipments for steel bars production.
• Finite elements analysis and Fatigue analysis of long products rolling equipment.
• Software development for bars packaging optimization.
2nd lieutenant - Anti Aircraft Artillery - Mountain Troops
Italian Army
September 1993 – December 1994 (1 year 4 months)2nd Lieutenant A.U.C., Anti Aircraft Artillery (Trento, Italy) - IV Corpo d’
- 2nd Lieutenant A.U.C., Anti Aircraft Artillery (Trento, Italy)
- IV Corpo d’ Armata Alpino - 2°Rgt "Vicenza" - 28^ Batteria (Trento)
- S.A.C.A. 153° A.U.C. (Sabaudia - Roma)
responsibilities:
deal with responsibility for your team,
motivate younger than you people,
get the trust of higher than you people
be fair and correct,
use flexibility to get things done
but inflexible to get things not done (drugs)
teach new behaviors, and technicalities to less educated people.
lead by example.
Milan Local Group secretary and international representative
EUROAVIA
October 1987 – July 1993 Milan
From 1987 to 1993 Secretary and European representative of EUROAVIA Local Group Milan: European Association of Aeronautical and Astronautical Students.
Participated at 1988 Milan Fly-in, 1990 Berlin EMEAC, 1991 Helsinki EMEAC, 1992 Napoli AMEAC and Haarlem Flight Simulation Symposium, 1993 organized first presentation of EA to PISA , Southampton EMEAC, 2009 50th anniversary in Delft
Founder of EAFM - Euroavia Former Members - a linkedin group connecting almost 400 Aerospace Engineers around the world, all with a common background and inspiring values. which aims to help Young Aerospace engineer get the job of their dreams.
Certifications
six sigma Black Belt
General Electric
Starting December 2002
Six Sigma Green Belt
General Electric
Starting June 2000
Project Management
General Electric
Starting June 1999
Education
MBA - SDA Bocconi, Milan
MBA, economics
2000 – 2001
Specialty: “ Focus on Information Systems ”
Internship Project: c/o POLIMERI EUROPA (ENI Group): Customer Relationship management ( CRM ) introduction for the Cluster analysis of Clients and the development of their Customer Equity, through a new organizational model of the Sales Office.
Activities and Societies: Created the “ MBA BENEFIT EVENT 2001”, funds raising for UNICEF.
Ms Aer. Engineering - Politecnico di Milano
Aeronautical Engineering, Specialization in Aeronautical Structures
1986 – 1993
From 1987 to 1993 Secretary and European representative of EUROAVIA Local Group Milan: European Association of Aeronautical and Astronautical Students.
participated at 1988 Milan Fly-in, 1990 Berlin EMEAC, 1991 Helsinky EMEAC, 1992 Napoli AMEAC and Haarlem Flight Simulation Symposium, 1993 organized first presentation of EA to PISA , Southampton EMEAC, 2009 50th anniversary in Delft, 2014 55th lustrum, 2015 ExMEAC Leuven. Founder of Euroavia Former Members and member of Euroavia Alumni Working Group.
Activities and Societies: EUROAVIA
Grammar School, Liceo Classico
High School Diploma, grammar
1981 – 1986
Ordine degli ingegneri di Firenze, Chartered Engineers of Florence # 3581