Responsible for +250M Euro/year P&L budget, a team of approx. 3000 employees and ~100 subcontractors and Service Partners, hiring more than 4000 employees in their respective companies. Managing the operational part of FAN Express Romania ~280M Euro (act. 2024) revenue business, providing complex logistics services to +65,000 customers and handling approx. 90,000,000 shipments in 2024 FY.

Responsible for +15M Euro P&L budget, 7 Direct Reports with own P&L responsibilities, a team of approx. 300 employees and 60 exclusive Service Partners. Managing the operational part of DHL Express Romania ~40M Euro revenue business, part of a 220 countries network, providing complex logistics services to +8,000 Romanian contract customers and handling more than 3,000,000 international shipments per year.

Responsible for two operational teams (DHL – 75 employees and CARGUS – 600 people), with direct reporting line to CARGUS Managing Director and also to DHL Romania OPS Director, responsible for approx. 70% of both companies volumes.

Responsible for all Operational related integration projects, meant to transform a local family owned company (CARGUS) into a modern, financially sound and operationally efficient organization, as CARGUS was aquired by Deutsche Post DHL Group as sole owner. Projects included national distribution network reorganization, jointly move all DHL locations together with CARGUS ones, reorganization of Bucharest and Brasov national distribution centers, improve processes and procedures, increase security and improve ex-CARGUS Operations managers and directors’ skills and coach them for a modern, more efficient and results oriented approach towards business.

Manage a startup in domestic courier business, aiming to become the market leader. Change almost entirely the management structure, implementing the mandatory elements for further growth of a promising company. Resolved structural and organizational issues, set the floor for a cultural change, introduced performance and productivity targets, management meeting reviews. Relocate major HUBs and Couriers Centers and introduce the newest technologies and tools (new integrated application for couriers, new scanners, new routes design tool, performance and productivity reports, sorting processes and equipment). Reorganize the existent domestic road network, to cope with increasing delivery volumes. Implement state of the art security within locations, fleet, distribution centers and staff. Re-negotiate contracts will all subcontractors and self-employed staff and put order in payments’ schemes and in salary system. Eventually, at the end of my tenure, Curiero become #3 player in CEP market in Romania, following FAN Courier Express and Cargus, with a revenue of approximately 24 Mil Euro/year, hiring around 1,500 couriers and support staff.

Design, plan, implement and manage newly created DHL Romania fully owned national distribution network, which became in less than one year the fastest and most secure domestic network in Romania. On this skeleton, DHL Romania domestic business grew from 500kgs/night up to 15t/night, in just 2 years. I did only night shifts and I have personally managed this structure from within its main HUB in Brasov.

Joined DHL Express as a Customs Expert, then worked in Quality Department and implemented ISO 9001:1999 Management Quality System, then managed the Bucharest Area couriers’ team. Implemented first nationwide Customs Automated Application (ASYCUDA) and piloted the beta tests in DHL for first 6 months. Implemented first Global Standard Operating Procedures for Pickup, Delivery, Sorting, Customs Clearance and Aviation activities. Relocate DHL Bucharest main gate into a new facility, within Bucharest Otopeni International Airport, which is still operational in present.