General management and engineering leadership in MedTech, industrial electronics and digital infrastructure. I have run a business unit with full P&L at Samsung, grown a family business into an international player acquired by a larger group, and led a regulated manufacturing site inside a multinational.
Leadership roles at
Interim and fractional mandates usually start from a precise situation, not from a job description. These are the ones I have led through, with the evidence behind each.
Turnover and customers are ahead of structure, roles and processes. I build the management layer, the functions and the operating rhythm that let the company scale beyond its founders.
A market, technology or strategy shift demands a different way of working. I lead the change with the people who have to live it, keeping delivery running while the organization evolves.
After M&A, systems, processes and people must align with the group without losing what made the company valuable. I manage integration on both sides of the table.
Entrepreneurial companies often need the method of a multinational without its bureaucracy. I bring governance, processes and management culture while respecting the identity and speed of the business.
A sudden vacancy, a turnaround or a transition period. I take full accountability across engineering, operations, quality and commercial functions, and report directly to owners or group management.
R&D is not delivering, or a product must reach the market under ISO 13485, MDR or FDA requirements. I align engineering, quality and business so that compliance becomes a speed advantage.
Three formats, one principle: a clear mandate, measurable objectives and a defined exit, so that results stay with the organization after I leave.
I take an operational role (General Manager, COO, Site or Engineering Director) for a set period, with full accountability for results, and hand over to a permanent leader when the job is done.
Senior leadership for companies that need it but not five days a week: a set number of days per month, steady ownership of priorities and teams, and direct access to owners.
A sparring partner on strategy, organization, technology and market entry in Italy, for decisions that need experience from both the engineering and the business side.
Meet people, customers and numbers first. Understand what works, what the organization already knows and where the real constraints are.
Priorities, objectives and milestones shared with owners or the board, with a small number of measurable targets instead of a long list of initiatives.
Deliver the changes with the team, build the structure that sustains them, and prepare the successor so that results outlast the mandate.
Four mandates that show the range: scaling a company, leading a regulated site, building organizations from zero, and building a business inside a multinational.
I combine two profiles that rarely sit in the same person: engineering leadership and general management with full P&L responsibility. That lets me talk with engineers, owners, customers and boards in their own terms.
I am used to stepping into phases of growth, transformation or transition, bringing order and results within a defined time, and aligning technical execution with business objectives.
I have grown entrepreneurial and family companies using the methods, processes and management culture learned in multinationals, while keeping the flexibility that makes a smaller company fast.
Large programs won and delivered across Europe, from transport networks and smart city infrastructure to medical devices and space.
Whether you have a mandate in mind or are still framing the problem, a first conversation is the best way to see whether I am the right fit.