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Fabio FERRARI

DUBAI

En résumé

Global C+ leader experienced in managing and improving manufacturing facilities in multicultural and matrix management environments. Skilled in forging winning teams, enhancing businesses speed and performances. Crafted with commercial innate skills can lead teams to win and manage complex, multinational business relationships, around the globe. Managed up to 1000 total employees and above 120M$ turnover. Passionate about the link between working cultures and languages is fluent in English, French, Spanish and Italian with basics skills in several other languages.

Specialties: Manufacturing, Turnarounds, Strategic Planning & Visioning, Team Building & Leadership, International Market Development, New Market Identification & Entry.

Mes compétences :
Leader
International
Intelligence Culturelle
Project Management

Entreprises

  • IDEX Fire Suppression Group Division - Senior Vice President International

    2010 - maintenant
  • Vokes Air Group - CEO

    2008 - 2010 Full P&L responsibility for the division 4 manufacturing facilities and the 8 distribution centres, 550 Employees, 75million€.
    • Starting point: turnaround business in quite poor shape weak and unprofitable: weak management team, poor and unreliable numbers, unconsolidated ERP, poor inefficient and uncompetitive production units, country independently led versus European led.
    • Started to build Management team and new spirit, create tables and numbers support despite weak systems, organized a Functional structure and 4 Business stream, reshaped Web image, created European Brand identity, Sales and Marketing strategy implemented and communicated
    • As a key success factor we started aggressive Cost savings and restructuring initiatives to prepare the business case for grow, this is the area where we have been concentrating most of the efforts and scarce resources.
    • Noncore disposal wasn’t successful due to recession trends creating a further issue “lack of cash”
    • Faced, as anyone else, fierce recession trends. Industry advertise -15/20% downfall averages, Industrial segment show the highest negative impact.
    • Because of sales drop, we have then found additional areas of savings and hence been able to increase our savings targets by 1,5M€, and we still actively work to find more day after day.
    • Necessary Sales Initiative created to up-hold sales and reduce shortfall lead
    • In 2010 in a like to like situation, due to enhanced savings and cost cutting initiatives the Business will show after “annualized saving impact calculation” an EBITDA of 6,2M€ , which will enable the company to be in a much stronger position as soon as the recession trends stop
  • KENT et apres Barnes Distribution Europe - Managing Director Europe

    1992 - 2008 BARNES DISTRIBUTION Europe July 2006 to date
    Barnes Distribution is an international, full-service distributor of maintenance, repair and operating (MRO) supplies part of Barnes Group Inc a 1.2 billion$ corporation. Barnes acquired KENT from Premier Farnell in 2006 merging it with existing activities in Europe

    Managing Director Europe
    Full P&L responsibility for the division - 8 Subsidiaries 27 Distributors 850 Employees, 116million €.

    Sets the strategic direction and leads all of the division’s core sales, global distributor relationships, channels to market, brands coordination, marketing and operations activities in Europe.

    • Ideated and led project for the division, the foreign cash taxes that may be saved over ten years exceed $10mil on NPV basis. In order to generate an equal amount of cash, International must increase annual revenues by some 20%
    • Led and organized Social Plan in France and Holland (Both Social Plan delivered on time; forecasted costs France on target and Holland better then forecast – year savings over €1.5m)
    • Successfully recruited and integrated new key senior team members UK Managing Director, Commercial Manager Germany, HR Manager Europe
    • Over achieved forecasted sales & profit growth for the former Kent entities for 2006 and on plan till now for 2007, maintained at a decent level the non forecasted numbers for the former Barnes (UK & FRA) entities. All the above considering heavy disruption in business operation generated by IT and integration activities
    • Orchestrated a multi channel sales environment ensuring post acquisition channels complemented each other-Van selling, Vendor Managed Inventory (VMI), Sales Force, Web sales, Distributors, Telemarketing
    • Continued Geographic expansion strategy via distributors unit in eastern Europe

Formations

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