Group controller

- From March 2019: World Class Manufacturing Cost Deployment Pillar Leader for European Region. In this role i'm supporting 28 manufacturing sites (CNH, IVECO and FPT plants) in developing the cost deployment pillar by identifying best practices and deploying them in the other location or by providing support for specific topics related to CD pillar or supporting the integration of the pillar itself with others. 
Developing KPI to monitor the plant savings vs the target assigned and build up a scorecard to make sure that the activities are carried on according to the routemap set.
Moreover, working with the other Regional Pillar Leader as well as the WW Pillar Leader in developing a WW software to harmonize the CD process across the globe.

Direct Reporting Line to the WW CD Pillar Leader which is reporting to the Supply Chain VP.
Location: Jesi

- From March 2015: Plant Controller at Jesi Manufacturing Facility (Tractor Plant up to 115 HP; ˜ 500 million Revenue and ˜ 30 million Inventory). Responsible for the plant financials, all the reporting package versus the HQ (Actuals, Budget, Forecast, Best Estimate) and the standard costing. Preparing documentation for internal and external auditor as well as, with the support of the HQ for Government Agencies. Developing ad hoc analysis to support the plant manager decision. Leading a team of 3 people.
Plant WCM Cost Deployment Pillar Leader.

- From October 2014: Supporting the APAC Regional Industrial Controller as Subject Matter Expert for all the Industrial Finance and Controlling activities. Deploying the Company standards as far as concerned the Manufacturing Reporting. Implementing a Closing calendar with defined timeline and making sure information was made available in a timely and accurate manner.

Direct Reporting Line to the WW Manufactuing Controller
Location: Arese/Lugano (CH)
Travel Percentage: 75%

- From September 2011:  CNH European Product Cost Manager. Coordinating the standard cost process for 13 Plants and ensuring the standard cost reconciliation vs the budget process. Subject Matter Expert for all the system implementation affecting the manufacturing perimeter (i.e. implementation of SAP Manufacturing, Replacement of the BOM system) and covering also the role of Plant controller for the small facility in Berlin. On yearly basis accountable for the correct inventory revaluation process (both commercial and industrial) for the Italian legal entity and interface with the external auditor for Product Costing and FIFO calculation. As special project I have been working on the Business Blue Print for the implementation of a Global Product Costing System. Project now being implemented in the North America plants.

Direct Reporting Line to the Regional Manufacturing Controller
Location: Turin HQ
Travel Percentage: 30%

Direct Reporting Line to the Regional Manufacturing Controller.
Location: Jesi
Travel Percentage: 3%

- Form January 2011: Team Member of European Graoup Acconting and Reporting. Main content of the role was to collect month end data from the European subsidiaries and populate the Consolidation System and generate reporting for the Regional Management. On top of the describet role, i've been also requested to make a study on how to move all subsidiaries having the accounting into a local system into SAP to allow the interface optimization and speed up the Monthly Closing Process. At last, i have been also requested to highlight optimization opportunities within the Group Accounting and Reporting.

Direct Reporting Line to the European Consolidation Manager
Location: Comerio (VA) HQ
Travel Percentage: 5%

- From July 2009: Manufacturing Finance Business Lead for the SAP PP and MM Implementation Project. Perimeter of the Project all European Manfacturing Sites. Objective of the role was to guarantee that all the movement done into the MM module were correctly reflected into the accounting. Moreover we had to develop training material and perform training to the end user and provide support especially during the month end closing process to guarantee deadline set were respected. Leading a Team of 3 people.

Direct Reporting Line to the Project Business Leader
Location: Cassinetta (VA)
Travel Percentage: 50%

- From December 2007: Senior Project Analyst. Team member of the project that was re-engineering the management reporting. I Had the lead on the portion of the management reporting for the Manufacturing Variances. Coordinating the SAP CO new year system set up for all the 13 European sites. Finance Business reference for the implementation of SAP HR module. Leader of the ATL & BTL reporting. 

Direct Reporting Line to the Project Business Leader
Location: Dublin (Ireland)
Travel Percentage: 75%

- From March 2006: Project Analyst. Team member of the project in charge for the implementation of the SAP FI-CO, AM and IM Module across the European Manufacturing Sites. Working together with the IT team to design the model to be implemented. Setting up Training Material and deploying training to the end User. Providing post implementation support expecially during the month end process to guarantee corporate deadlines were respected.

Direct Reporting Line to FI-CO Project Business Leader
Location: Comerio (VA) HQ
Travel Percentage: 60%

- From March 2005: Junior Plant Controller (High Range Washing Plant; ˜ 50 million Revenue and ˜ 3 million Inventory). Cheching the MRO and indirect purchase order, analysing inventory level, production units, make or buy analysis and subcontracting process.

Direct Reporting Line to the Site Controller
Location: Naples
Travel Percentage: 0%