Complex plant start-ups
New sites from blank sheet to full volume. Major investments, time-to-volume under control, quality from the first part.
Operations & industrial leadership
Complex industrial operations,
delivered.
Twenty-five years inside the factory: plant start-ups, turnarounds, group governance. Today alongside owners, boards and investment funds.
From the Ferrari line to leading Speedline.
25+
years in operations
and industrial leadership
and industrial leadership
€150M
P&L under management
€90M
CAPEX in plant
start-ups
start-ups
Ferrari · Speedline / Ronal Group · Energica · Kioene · Arneg
Operations in the field: bridging strategic vision and the reality of production.
The journey
From the Ferrari line to leading Speedline (Ronal Group) as Managing Director. COO at Energica and Kioene. Today I work alongside industrial companies as consultant and advisor.
Today
Advisor & Senior Consultant
Make Group / Private Equity AdvisorOrganisational turnarounds, lean transformation and the integration of AI into physical and information flows, for manufacturers and PE funds.
2021 — 2024
Chief Operating Officer
Energica Motor Company & KioeneOperations leadership in fast-evolving contexts: from scaling a listed premium EV start-up to reorganising manufacturing and supply chain in the food industry.
2016 — 2021
Managing Director
Speedline (Ronal Group)Turnaround and industrial relaunch of a historic automotive plant (premium alloy wheels). A complex P&L, technology investments, multinational industrial relations.
2010 — 2016
Operations and plant leadership
Zadi · Arneg · IntracCOO at Zadi, Production Director at Arneg, Plant Director at Intrac. Six years leading factories hands-on.
1998 — 2010
Operations Director & Engineer
FerrariTwelve years in Maranello, with growing responsibilities: Production Logistics and Bill of Materials, Experimental Builds and start-up material procurement, Industrial Factors. New model production launches, from prototype to the line.
Engineering — Politecnico di Milano · MBA — Bologna Business School
Situations where I step in
Turnaround & operations excellence
Margins, flows, people. Putting a factory back in order and making it run. Quietly.
Integrated planning & production capacity
Group logistics, flows across sites, bottlenecks. The capacity plants already have, brought back to yield and on-time delivery.
Value creation in PE / post-M&A contexts
Group governance built from scratch, integration, value creation through operating levers. AI included.
In practice: three cases
Speedline: the 23-inch wheels of the Lamborghini Urus
Situation
The premium market was moving to larger diameters. The plants stopped at 22 inches; the Lamborghini Urus contract demanded the next step.
Intervention
A new machining area with two robotised lines. Painting redesigned for the new geometries and masses: new booth, reworked ovens. Internal flows and handling adapted to the larger part.
Result
Investment delivered on schedule. Urus deliveries met, plant enabled for the top end of the market.
Intrac (Arneg Group): paint-line capacity +30%
Situation
Demand for metal shelving was growing; the paint plant, a constant-speed overhead conveyor, was the factory's bottleneck.
Intervention
Conversion to a double conveyor: loading and unloading on stationary carriers, buffers upstream of the three booths for raw parts and downstream for painted ones.
Result
Capacity up 30%. Installed during the August shutdown as planned, ramped up in September, at full efficiency before year end.
Energica Motor Company: from 1-2 to 4 motorcycles a day
Situation
A listed premium EV start-up, with demand growing and production still at artisan pace: one or two motorcycles a day.
Intervention
Flows redesigned, departments rebuilt, a production organisation built around rhythm. In parallel, an industrial plan towards break-even, taken into the data room in front of investors.
Result
Production stable at 4 motorcycles a day. Method, numbers and plan ready for the next scale.
The point of view
The industrial manager who truly understands AI.
Not the theory: the factory.
Artificial Intelligence should not be an abstract concept for the C-suite. In complex industrial contexts, AI is the engine of a new operational efficiency and of value creation.
AI inside operating processes
Generative models applied where the numbers move: information flows, planning, speed of decision. People and method first, then the tool. That is how AI becomes measurable value, not a showcase pilot.