(i. e. Sales Networks, Marketing Dep, ITC, Digital Transformation Office) 
with the aim of re-defining organizations, people and skills for fostering the Customer Centric approach. KPIs: respect planned timelines, social peace, motivation and performance maintenance, simplification of hierarchical structure (-1 or -2 layer), reduction of operating/real estate costs (no HR budget) 

define, spread the culture and support the evolution of a modern approach to work (i.e. smart working, agile methodologies, job rotations). KPIs: 20% of staff rotated on a voluntary basis in 3 years, 100% of smartworking target realized in 12 months, created the company-specific "agile" approach (20% change – 80% run); 

to accompany people skills’evolution toward digital era for granting their effective employability. KPIs: creation of an Innovation Lab, 100 resources wrapped annually in an Innnovation Community, mapping 100% of Digital DNA, doubling online training and e-learning, creation of a Data Community.

to transform company’s culture from a top down and not inclusive one to an inclusive and participative one. KPIs: constantly improving climate analysis, 1200 unique job posting applications, scheduled rotations of managers between different Functions/Directions – 5%/year, contests and cross-functions teambuilding.

the change of HQ as an occasion for modernizing the way we work. KPIs: respect negotiating timelines, design of spaces according to the "new way of working" of the company, LILT check-ups, additional paid permits for oncology, DSA and serious diseases, baby premium, telework.

negotiation and management of relationships with National and Corporate Representatives in times of crisis, organic reduction, organizational transformations both in Finance/Retail contexts and in the Industrial field. KPIs: 0 hours of strike, decreases in three-year contract applications with relative spreading of costs, organic reduction of 10%, reduction of managerial roles 8%. 

different experiences in different roles – support to the HRD side PWCConsulting in the merger of PWCC into IBM – HR Worldwide referent in the merger of BU Reinforcements&Composites of Saint-Gobain into Owens Corning – HRDirector responsible for the merger between Agos Spa and Ducato Spa – HRDirector of Agos in the acquisition and merger in Agos of the acquired companies Credit Lift, Soluzio V and Logos