Fabio Fanecco

production of steel wire and ribbon for components. In accordance with the company’s owners, I assumed full responsibility for the company with the aim of restructuring its industrial and management activities by developing its latent business potential.

Results obtained thus far:

- an increase in sales (+29% in 2004/2007) and net profits (+45% in 2004/2007);
- an increase in the ROI (+31%) and ROE (+6%);
- re-launching the company’s industrial activities, with particular attention paid to two principle areas of development: Automotive (acquisition of 3 new suppliers for the first plant, and development of 6 new automotive components) and Agriculture (definition of a novel range of accessories in inox steel and zinc for grape harvesting and mechanized watering in vineyards);
- creation of the “Enofix” brand name for a new distribution channel for mechanized grape harvesting in the U.S.A., New Zealand and Australia;
- introduction of a modern Industrial Management Control system, and reorganization of the company’s Information Systems in order to define product and process costs, as well as produce sales and financial reports;
- definition of a strategic purchasing plan;
- completion of an organization overhaul, redefining roles and responsibilities for Plant Directors, Administration, Sales Directors, Customer Support, Quality Control and R&D.

steel production for construction. Here my activities are focused on increasing business volume over three years (2004-2007) in order to take full advantage of existing production capabilities in each sector of the company, as well as guarantee adequate profit margins.

Results obtained:
- sales increase (in euro): +6.5 million (2006), +9 million (2005), +8.3 million (2004);
- increase in production volume (in tons): +9,500 (2006), +11,270 (2005), +12,000 (2004);
- optimization of industrial production: full operational capability for all wire, cable and strand production lines (increasing to 20 production shifts per week);
- creation and start-up of the “Wire PCCP Division” (development and sales of steel wire for the construction of pressurized aqueducts) and “Post-Tension Division” (development of products and commercial contracts to supply steel to large-scale construction works);
- contract with Protende (Brazil) for the supply of PC (Prestressed Concrete) steel for the construction of the guyed “Bridge over Rio da Ostras” in Rio de Janeiro;
- acquisition of PCCP wire supply orders for the Libyan GMRA (Great Made River Project) aqueduct: € 4.5 million (7,000 tons);
- development of an industrial project for the production of a range of special steel wires for the construction of PCCP (Prestressed Concrete Cylinder Pipe);
- acquisition of 14 new Key Customers: (5 in the U.S.A.; 3 in Canada; 1 in Egypt; 3 in France; 1 in Libya; 3 in Marocco; 2 in the U.K.; 1 in Austria);
- reorganization of the company’s key structures (Sales Office, Customer Support, Industrial Planning, R&D), as well as the definition of a new area – Sales Management & Logistics – that obtained a 5% reduction in the costs connected with purchasing prime materials, as well as a 13% reduction in transport costs (2004-2005).

(Coneco Industries & Technologies for the Environment Consortium), Bolotana (Nuoro, Italy) – A consortium of companies working together for the selection and recycling of plastic materials, the production of plastic products from recycled prime materials, and the production of electrical energy from a thermal heat recovery plant.

Results obtained:
- acquisition of PET scaled supply contracts for a total value of €5 million;
- creation (from scratch) of the sales organization including sales networks for the group’s companies in national markets in France, Germany, South America (Argentina and Brazil), Morocco and China;
- initiation of efforts to obtain ISO certification for all companies in the Consortium.

a multinational specializing in the production of low relaxation steel for the construction sector (precompressed reinforced concrete) and steel wire for creating composite materials.
Results obtained:
- creation (from scratch) of the sales organization including sales networks, opening foreign sales channels (Europe, U.S.A. and North Africa), as well as a relative increase in sales of 40% (1998/2003);
- introduction of a control system to monitor sales data (analysis of earnings/margins);
- development of a new product range: high-resistance fibers for composite materials; thin steel wire fabrics for structural reinforcing and the relative development of an investment program through facilitated financing sources (the Eureka project, Italian law 488, DLGS 143/98);
- development of a project to transfer internal logistics to an outsourced management structure: producing a 3% reduction in transportation costs, cuts in fixed costs (personnel downsized by 5 individuals, an initial savings of €4 million during the first year of the project, more than €1 million saved on an annual basis), and improvements in delivery times.

a Dutch multinational belonging to the Akzo Nobel group, specializing in the production of paints (brand name: Sikkens) for the automotive sector.

Results obtained:
- creation of promotional campaigns and incentives geared towards distributor and reseller networks;
- activation and coordination of the “Automotive after Market” sales program together with carmakers GM, Ford, PSA and Bugatti;
- creation of the sales and financial program “Key Factor Distributor Program” for the commercial development of exclusive dealers;
- set up and initiation of a program of technical/marketing/management services for Acoat Selected’s end clients.

specialized in I.T. production, specifically peripherals for Computer Graphics and Graphic Art.

Benchmarking activities focussed on competitors/products/positioning/strategies
Product training to Indirect/Direct Sales Force and Wholesalers/Distributors