Turin, Piedmont, Italy
With a driven career spent in the aerospace and defence sector, I have spent the past decade going from strength to strength with GE Aerospace, developing through successive positions manager in high pressure and challenging international business environments. I am an inherently innovative problem solver, strategist and creative thinker, drawing on extensive experience in project management, leading initiatives to drive sustained improvements across divisional areas. This includes building and refining strategy, managing and mitigating risk at scale, and managing high-value commercial operations. I draw on extensive experience as a leader of general management, development, marketing and human resources related areas, and possess an instinct for identifying and maximising new opportunities. My focus on workplace culture enhancement has generated a meaningful difference at GE Aerospace for all levels, from realising enhancements to graduate programs, through to acting as global Pride Alliance Leader to bolster inclusivity and diversity organisation-wide. Talent development and the alignment of teams, leaders and business areas has assured my success in everything I have done in my career thus far. I am always expanding my network, and welcome connections and direct messages from colleagues, employers and likeminded professionals.
In my current position as Senior Marketing, Strategy & BD Manager, I have been able to offer critical insight, strategy and development to deliver on focused on growth and new business acquisition requirements. Central to my role is my ability to develop mutually beneficial relationships with key international players and stakeholders in the A&D sector, supporting and managing commercial agreements, and identifying new business opportunities and defining growth strategies. I work to coordinate efforts across divisions, fostering internal alignment on customer needs, milestones and project requirements, and aligning collective output to engage market trends, comply with regulations and target competition in our segments.
As the Early Careers Operations Leaders for the Avio Aero enterprise, I spearhead the end-to-end process of attracting, recruiting, and nurturing next-gen talent for internships and graduate development programs. In this pivotal role, I oversee a team of senior recruiters, ensuring seamless execution of talent acquisition strategies. My ownership includes strategy, budgets, and processes. Yearly, I successfully recruit and develop a cohort of over 100 interns and graduate program members, contributing to the continuous growth and success of our business. Moreover, as the Business Program Manager of Avio Aero's Operations Management Leadership Program (OMLP), I provide the strategy for Avio Aero's talent pipeline for early careers talent in Global Supply Chain (GSC). OMLP is an early careers program that accelerates development of entry-level talent and produces leaders capable of meeting the challenges facing the Operations, Supply Chain, Manufacturing, Quality, and Environment, Health & Safety functions at Avio Aero.
I am accountable for submitting strategic business reports to aid senior leadership & CEO in making informed business decisions. Moreover, I am responsible for creating and delivering RFI/RFP responses and commercial offers in a compelling manner with the ultimate objective of winning long-term business deals with key clients. One of my key responsibilities in this job is to analyse and interpret data trends aimed at uncovering and capitalising on emerging market opportunities, both organic and inorganic. My key accomplishments to this role: • Aided senior leadership & CEO in making informed business decisions by preparing and submitting strategic business reports for all product areas, including navigating through the COVID-19 pandemic and its unprecedented impact on the aviation industry. • Oversaw and coordinated overall commercial operations for “out-of-the-box” new business contracts and a M&A project. • Uncovered/maximised financial opportunities by critically analysing organic/inorganic segments and delivering the final evaluation report to Business Development Executive. • Raised brand awareness and achieved growth targets by developing marketing and growth strategies in line with long-term business objectives and Multi-Generation Technology Plans.
Rotation 3 of 3 | OMLP Graduate Programme My duty was to evaluate all programming codes across site-wide machinery and to write a control procedure to eliminate customer escapes. I was at the helm of the affairs for the relocation of Boeing Avionics Assembly Line from ME standpoint including FAIs (First Article Inspections) and AMP (Assembly Mistake Proofing) events. Key Contributions - Improved workflow processes’ efficiency by delivering continuous support to the ME team for driving continuous improvement initiatives. - Introduced machinery programme catalogue and control procedure. Seconded as PCB ME Team Leader for six weeks.
Rotation 2 of 3 | OMLP Graduate Programme My proudest achievements at this job was creating a Self Directed Work Team and to support 20+ First Article Inspections (FAIs) aimed at documenting and verifying the accuracy of items after the previous facility was destroyed. My Contributions - Surpassed customer expectations and reduced client delinquencies by 68%, while streamlining and leading operations in a temporary facility. - Increased procedural efficiency and eradicated housekeeping findings by leading 5S Process implementation in the Propeller Assembly area. - Achieved 98% first-time yield standard by fostering quality improvement processes.
Rotation 1 of 3 | OMLP Graduate Programme One of my most celebrated achievements at this job was to maintain optimal stock levels by executing inventory audits and implementing subsequent corrective actions. I received a commendation from upper management for developing and presenting inventory analytics including stratification, vendor scorecards, and material quality reports to executives. My Contributions - Minimised obsolete inventory and costed out $6M in inventory by leading the greenbelt project to reduce the high level of inventory and fix bugs on the system giving erroneous inventory figures. - Reduced material dispositions, repeat demands, and stock returns by creating a scorecard. - Improved efficiency, reduced waste, and increased productivity by introducing and implementing company-wide lean practices. - Reconciled and closed material discrepancy reports and reduced weekly open average from 35 to 12 by fostering real-time collaboration with clients.
I’m still proud of amplifying operational efficiency in order to fulfill exponential customer demand during the 2012 London Olympics. My Contributions - Recognised for exceptional performance by senior leadership; secured promotion to Store Leader position within a short period of time. - Increased YoY sales by 8% through the development/deployment of the store redesign programme. - Revamped operational procedures that resulted in achieving under-target KPIs of profit, store costs, and customer experience.
My intern role was ‘ Turbofan RB211-524 Operations – Fancase Owner/Facilitator and Final Assembly Operational Support’. When joining GE and the RB211 team, I started a role that has previously been unfulfilled. My Fancase Owner/Facilitator aspect was to design and implement a lean repair process to help support the overall turn-around-time of the engine by insuring the Fancase was serviceable by day 60 of the contracted 75 day TAT for the whole engine. Role responsibilities: Acting Gate Leader/ shop supervisor Ensure the engine assembly was 8 days in line with EHS, Quality and Teaming – Meeting Customer and GE expectations Quality aspect: Establish repairs and builds are in accordance with the Engine Manual and Workscope Direct customer interface between operations/ engineering teams Drive teaming initiatives and develop teams in their teaming journey Working closely with the materials teams to support Gate 2 Turn-around-time. Organise logistics for shipping the engine from Final Build to Test Cell 4 Goals & Objectives: 1. Drive On To Remittance for Gate 3B - Improved RB211 Fan Case repair TAT 80+ days to 60 days (25% improvement) 2. Ensure EHS and Quality is at the heart of all aspects - Introduced weekly Quality & EHS Audits - working closely with Teams Startpoints & Engine Reps 3. Take part in Volunteering and Mentoring on Wales’s site - STEMnet Ambassador - Weekly Maths Mentoring with GCSE students - Project Managing Coryton Primary School – outdoor staging volunteering project