Directeur Général, Directeur de BU, Directeur de Filiale

FERRERO is, by quantity, the largest toy manufacturer in the world with about 3 billion units per year. The India 'Pole' accounts for about a third of that volume.

As the person in charge of India toy manufacturing and supply, Carlo heads a team of about 40 Engineering, Procurement, Quality, Planning and logistic specialists, managing all links of the local supply chain of 6 suppliers, 12 industrial sites and about 5,500-strong workforce.

Joins the organisation after a year-long interim period and progressively re-establishes the FERRERO "One Supply" system, covering all aspects of a world-class supply chain including improvements on productivity, quality, cost-competitiveness, delivery service level and ethical standards.

Customer Service Director of the Australia & NZ subsidiaries in a multinational Group active in the machine tool sector (processing of wood, glass, stone and other technical materials).

The Group hires Carlo to put in place and sustain a strong improvement of the Customer Service organization and business processes in the Oceania market at a time of expansion and unsatisfactory Service performance.

Carlo is responsible for all after-sale activities (project management, installation, commissioning, customer training, corrective and preventative maintenance, spare parts, service business development), is in charge of a team of more than 60 people between Australia and New Zealand, of which about 45 Field Service Engineers, manages annual revenues of about 10 million AUD.

• Achieves revenues growth of 20% in Australia and 30% in New Zealand 2018 vs 2017.
• Achieves 2018 EBIT break-even in Australia against a 2017 loss of 1.4 million AUD.
• Halves NZ EBIT losses from 1 million NZD in 2017 to 500,000 NZD in 2018.

Managing the French and UK subsidiaries of a multinational active in the machine tool sector (3D and flatbed laser cutting and drilling, punching, shearing, bending, FMS. Ferrous and non-ferrous sheet metal processing applications).

The Group hires Carlo to ensure continuity of management and improvement of organization and business processes in two of its European sales and service subsidiaries.

Responsibilities include achievement of sales targets and management of after-sale services (delivery, installation, commissioning, training, warranty, servicing, spare parts), along with all management aspects of the legal entities (P&L, F&A, treasury and working capital, HR, budgeting and reporting, legal).

Carlo commutes between Paris and Coventry, managing about 40 people and revenues of about 20 million EUR (2017 France + United Kingdom).

France : progressively recovers catastrophic loss-making situation until close to break-even in 2016.

UK : takes the Subsidiary to break-even on the first year of tenure and keeps it profitable since.

New Delhi - India

• Consulting for an Indian heavy engineering Company, manufacturing large machinery for the mining and infrastructure sectors, Carlo assists the owner in streamlining operations by re-engineering the organization towards higher performance in terms of productivity, quality and profitability.

Chennai - India

• Cooperates with Italian SW houses and CAD product design operators to help them evaluate the opportunity to relocate product development to India.

Chennai - India

MD of the Indian SBU of an Italian industrial Group manufacturing and supplying technical forgings and seamless hot-rolled rings to local and global players active in the fields of power generation (thermal, nuclear, renewable), heavy machinery, oil & gas, aerospace, defence.

Production is in "as-forged" or in "rough- / finish-machined" state. Processes are forging, heat treatment, machining, inspection (ultrasound, die-penetrant, magnetic particles and visual). Materials are both ferrous (most grades of steel) and non-ferrous (aluminium and titanium).

Carlo manages, as the only expatriate, all operations and staff of around 250 reporting to the Group CEO with full P&L responsibility.
Increases production and revenues respectively 40% to 11K tonne p.a. and 50% to 1.5 BINR (38 MUSD) p.a.

New Delhi - India

MD of the majority-stake JV that was set up there in 1998 by Magneti Marelli Thermal Systems Division (automotive A/C and engine cooling systems).

Carlo reports to the Division MD and has full responsibility for the operating result of the SBU. He manages, as the only expatriate, all company operations and staff.

• Achieves break-even in 2001.
• Develops a local supplier base of satisfactory standard for components, tooling and services.
• Launches a number of new products, always within both technical and financial targets.
• Obtains ISO-TS 16949:2002 certification in December 2002, one of the first in India.
• Obtains ISO 14001:1996 certification in November 2003 from DNV.
• Starts up locally in November 2003 a small unit for CAD product design, supporting the design requirements of the parent company and allowing it to achieve considerable design cost reductions.

In April 2001, the thermal systems Division of Magneti Marelli is acquired by Denso Corporation of Japan, thus becoming Denso Thermal Systems. In this context, the Indian BU becomes 100% owned by Denso Corporation.

In the same Division as above, Carlo is Programme Manager for Special Customers (sportscars and agricultural machines).

In this position, he reports to the Division MD and is responsible for the products' profitability as well as for the achievement of the objectives of time-to-market, return of investment, quality and reliability, the consistent respect of which helps recover customer satisfaction lost with previous actors.

Turnover managed is modest at about 8 million EUR, but the importance of the customers in terms of profit, prestige and technical challenge is significant to the Division.

In the same Division as above, Carlo coordinates sourcing and purchasing for product development.

Reporting to the Division Purchasing Director, he is responsible for the achievement of the objectives of cost and time-to-market of the new components, as well as for ensuring the compliance of the suppliers' products and processes to the set capacity and quality targets.

In the Magneti Marelli Lighting Division (automotive headlamps and signal lamps), Carlo is programme Manager for the French customers.

Turnover managed is about 15 million EUR. With responsibilities as indicated above for the same position, he helps increase the Division’s penetration in this difficult market and ensures successful launch of a number of new products.

responsibilities as indicated above for the same position, he helps increase the Division's penetration in this difficult market and ensures successful launch of a number of new products.

* 1993-94
Same Division as above, Carlo spends two years in the signal lamps SBU (a former carburettor plant converted to signal lamps production), first as Production Engineering manager and then as Production manager, reporting in both cases to the SBU director in a period of rapid growth.
When he leaves, turnover and production volumes have increased by about 50% and the number of employees by about 40%.
During this period Carlo follows courses and several individual sessions of Lean Production training by a Japanese consultant to the Fiat Group who is a former Toyota Plant Manager.

(The then family-owned main automotive lighting manufacturer in Italy)

Starting as Customer Account Representative for Renault and moving on to full Sales and Marketing responsibility for the export markets (French and German carmakers), Carlo reports to the Sales and Marketing Director.

During this period, export turnover grows by about 60% to more than 60 million EUR, thanks to the acquisition of new business and new customers, like BMW and Mercedes.

In the meantime, in 1988, Carello SpA is bought by Magneti Marelli, the Fiat group automotive components concern, becoming one of its Divisions.