Zürich Metropolitan Area
Motivated and entrepreneurial professional with strong academic background and broad international exposure. Deep interest for TLC, Consumer Electronics and Automotive industries and technologies. Looking for challenging and stimulating working opportunities in an international context. Specialties: Business Analysis, Business Modeling, Pricing & Revenes Management, Competitive Analysis, Business Planning, Data Mining, TLC's Marketing Processes and Strategies, Automotive Marketing
leading a team of 5 senior FTEs to develop and execute comprehensive strategies aimed at preventing churn, enhancing customer retention, and fostering brand loyalty. Successfully designed and implemented a multichannel re-binding strategy that improved customer engagement. Collaborated closely with Retention operations to optimize KPIs and drive measurable improvements in save rate and discounts given. Partnered with data scientists to refine the churn propensity model, leveraging advanced analytics to target at-risk customers more effectively.
Leading the Acquisition Marketing team (6 FTEs), responsible for development and implementation of B2C commercial strategy for 2 brands (Sunrise and UPC) and 4 product-lines (mobile postpaid, mobile broadband, home internet, TV). Define and execute innovative pricing and promotional strategies to attract new customers, driving growth and market share. Work with cross-functional teams, including sales, to ensure channel steering across various platforms, such as direct and indirect retail, e-commerce, and telesales. Optimized customer engagement, by leveraging data driven insights and market trends
End to end responsible for Mobile commercial strategy with focus on Sales, P&L (ARPU, Gross Profit) and NPS. Working closely with Sales, Communication, IT and Finance to ensure holistic excellence. Managing the portfolio with specific focus on market and products KPIs, competitve scenarios and pricing. Liase with strategic partners and scout new ones to create business opportunities. Coordinate go to market for strategic launches.
Team Leader (6 FTEs over 2 HQ), responsible for economic evaluations both for Wind and 3 Brand. Serve as finance partner to the CMO. Actively collaborate with project managers to develope and launch products and services with adequate level of profitability. Day-to-day responsibility working closely with marketing, sales and IT to assess the coherence between marketing projects (investments/offers) and financial targets. Gain a deep comprehension of customer behavior to provide insightful commercial analysis and drive key business decisions. Run business plan, investment appraisal and develop business model to support new offers launch.
Development program for high achieving young professionals. 12-month assignment focused on digital transformation, mentored by the CEO and reporting directly to the board of directors, exposing candidates to all areas of the organization.
Leader of the Consumer Analysis & Planning team (4 FTEs) and responsible for the relative pricing activities. In charge of monitoring revenues generation processes. Accountable for consumer voice division’s yearly P&L (200+ M€) and Demand Plan (4+ M gross adds). Principal goal was providing the analytical support to PMs in order to develop and implement pricing strategies, understand customer behaviours, and develop competitive response models. I actively support Marketing Director in the weekly Marketing Board Meeting with a performance update panel completed with sales/revenues projections.
Responsible for drawing consumer division’s yearly demand plan and coordinating demand planning activities. Involved in Service Gross Revenues estimation and its continuos monitoring troughout KPIs reporting and gap analysis (successfully developed a gap control system). Support top managent with focused analysis aimed to reach a better business understanding, assess current offer profitability and exploit any other business opportunity.
Internship at Controlling Department of Philips Medical. Project: develop and implement a new Vendor Rating System, successively adopted by the local management.