Overall operational accountability across all business units, including HSEQ, project delivery, and financial performance. Partnering with CEO and investors to strengthen governance, organisational structure, and execution discipline during rapid growth. Leading operational preparation for multi-year framework contracts. Driving organisational design and leadership development to support scalable growth.
Global operational leadership across nine manufacturing facilities (~500 employees), with end-to-end accountability for operational performance, safety, and capital discipline, managing an annual operating budget of ~$67m. Reduced global operating costs by 14% by optimizing manufacturing footprint, energy sourcing, and asset utilisation across regions. Strengthened capital discipline across the global project portfolio, reducing capex overruns by 27% through improved governance and performance standards. Established a global process safety governance framework by creating a dedicated Process Safety function and embedding standardised safety management practices across all sites.
Held senior leadership roles within Eni’s global Upstream organization, spanning operational excellence, governance, and digital transformation, with responsibility across multiple countries, international joint ventures, and complex stakeholder environments. • Led global operational excellence program delivering over $60m in savings and production gains, and executed a $100m cost-reduction program during the 2014 oil price downturn. • Strengthened governance, risk, and compliance in a major joint venture, achieving full compliance with shareholder and regulatory standards. • Improved commercial and operational processes through digitalization, reducing contract approval lead times by 20% and strengthening asset reliability. • Built organizational capability by establishing a global Continuous Improvement function and Center of Excellence, training 300+ professionals worldwide.