Zürich Metropolitan Area
I am proud to be part of Hitachi Energy, where I have been working since August 2023. I have the privilege to be the Continuous Improvement Manager for the European hub, giving me the chance to acquire cross-functional knowledge along the entire value chain, travel across the continent and meet many inspiring people from both inside and outside the company. I grew up in Sicily, an island in the south of Italy and then I moved abroad to fuel my ambitions. My background and all the experiences I had, helped to shape my outlook. I desire working for the best companies passionated about creating a respectful, inclusive and diverse workplace – where everyone is welcome and where success is determined by merit. Hitachi Energy perfectly reflects these characteristics.
Leading and advancing the Hitachi Energy CI program for the European Operating Units to achieve expressive sustainable results. • Harmonization and standardization of core processes among different departments (from PM to Logistics), promotion of best practices, and integration of the Lighthouse Program • Lean6Sigma Program Manager for Europe, coach of several GB projects, trainer for YB certification • Leader and executor of a large and complex turnaround plan for key customers. Coordination and alignment of 12 people between GIS NAM and CH, re-establishing a solid relationship between PSEG and HV NAM • Deployment of the Theory of Constraint Program, to increase the throughput by defining main constraints along the value chain and following up action plan with the units • Training, Coaching, and consulting of leaders at all levels (Line Balancing, Problem Solving Workshop, Daily Management)
Ball Beverage Cans is the world leader provider for fully recyclable packaging systems for the world's leader beverage companies ( Coca-Cola, Redbull, Guinness, Heineken ). As Lean Manager for the Widnau Plant, I am responsible for the development and the management of a new Lean department, aiming at spreading out a new lean culture and deploy operational excellence principles to increase performances and customer satisfaction. Acting as Head of the Lean Department and Program manager I am currently: Head of Continuous Improvement Department • Developed a new CI department, including workforce, vision and procedures • Managed 18+ team members in a Matrix Organisation • Be a change agent to instill a continuous improvement mindset in the organization • Introduced and coached on Lean Best Practices (TPM, 5S, Kaizen Event) • Led Six Sigma Projects to reduce spoilage by 10MM cans/year (0,3% reduction) Program Manager • Managing a strategic improvement program of 20+ projects and 5 PMs, involving ~4m€ CAPEX and aiming at providing savings for ~0.5m€/year
Managing projects for the delivery of Subsea & Topside Controls Instrumentation: Full responsibility for the execution of controls equipment projects, from design to execution, within budget, timeline and quality standards. Responsible for the Brazilian market. Leader in a matrix organisation for a multicultural team composed of 13 members • PM for the Mechatronics Package for Mero Projects (~ 35 m$) – Client Petrobras • PM for the full scope Buzios Project (~ 45m$) – Client Petrobras • Coordinated all global project partners, engineers and third parties • Guided a team of 13 international staff in 2 languages, mentored 1 junior PM
Managed large Subsea instrumentation projects (Brazilian market, $35M) from design to delivery, ensuring client satisfaction.
During this fourth rotation within the 2 years GRDP Program, I was involved in different activities including: • Project Manager for the delivery of Valves and Actuators Packages to different customers, from all-over the world, for a total amount of 5m$ • Risk Manager for the RUF Project, accounting for over $ 12 million projects
• Assessment of different AM-Technologies on technical and economical feasibility • Succesful reduction of static mixer weight by 20% by deploying AM • Project leader for the development of a new innovative cannula assembly process • Succesful defects reduction from 30% to 20% during Cannula assembly process