Milan, Lombardy, Italy
During my whole career, I challenged and I am actually challenging myself in very different contexts and businesses. The focus has been very various, from rightsizing to fast growth on FTE, from career path for High Potential to hard negotiations with Unions, from technicians (like car engineers) to creative (like fashion stilist) and so on ... I allways played my role trying to find the opportunity behind the problem and this is the reason I really enjoy it!!! Specializzazioni: Strategic thinking, Innovation, Change Management, Talent Acquisition and Development, Training, Organizational Design, Efficiency, Union Relations, Mentoring
After the successfull transformation of HR Market and Service Delivery in EMEA, I've been promoted to the global role of HR VP for the Corporate Functions that are based across the Globe with main presence in Alphen aan den Rijn (NLD) and NYC.
I have been named Regional HRD for the L&R Business in addition to my role of HRD of Wolters Kluwer Italy. The main goal of the position is to stimulate the transition of the organization from local to global, adding international skills and global mindset to the high level of competencies, know how and leadership present at local level. This transition is aimed to evolve and develop the organization and not just to a change management process.
In charge of all the HR related activities and member of the WK HRD European Team. Focus on: Change Management: drive the change and inspire the new culture related to continuous technologies upgrade and to the innovative way of using our products Talent Development and Acquisition: internal talent development and acquisition of specifc skills and background (e.g. digital native, 2.0) Integration between different companies, different cultures, different market targets Operational Excellence: review of all the processes aimed to further increase the efficiency
Reporting to Group HR Director, 5 direct reports. Led a strategy focused to bring FERRARI back to those values which had determined Company success in the past. Changes were as follows: • Organization delayering: Managing Director Gran Turismo and Global Brand moved from 16 to 3 direct reports, to improve organization efficiency. • Talent development: within 24 months 16% of “level 4” positions were covered by internal candidates and talent mix was optimized by hiring some HiPots. • Overhead optimization: within 24 months 10% of headcount decreased with no biz impact. In particular commercial activities were streamlined canceling back office activities whereas focusing on final customer activities, with an overhead reduction from 208 to 167 employees. • Industrial relations: key factor in process redesigning inside and outside farm.
Comau belongs to Fiat; Comau produces cars production plants; Body Welding & Assembly develops 50% of total COMAU turnover in 8 countries. Led a climate analysis and a finesizing of the 8 countries structure.