• Lead the approval process on new product development, through specific business cases across different regions. Liaise with Commercial and product development to find the margin target and the feasibility. • Manage the consolidation of P&L and reporting for International cost centres on a group level. • Support the International Director of FP&A and the International Finance, IT & Legal Director in preparing reports for Executives members and other management meetings. • Monthly P&L analysis, compiling reports and doing detailed analysis for the Executive members. • Produce Finance presentations for the L’Oreal Group’s CFO and CEO and offer Financial solutions to inform key business decisions. • Liaise with key stakeholders to understand actuals, budgets and trends by analysing relevant submission from cost centres and Regions. • Lead the budget and forecast process for markets, zones and international cost centres. • Manage the worldwide Travel Retail P&L.

Head of Finance and Operation EMEA (January 2015 – May 2016) Additional to the Finance responsibility my role is extended to the operations and logistics. • Lead the supply chain, logistics and distribution functions for DVF EMEA and APAC retail and wholesale channels providing on-time delivery, eliminating non-value added activities and reducing costs. • Manage 500k units yearly to distributors, wholesalers, DOS and Department stores. • Evaluate, select and oversee 3rd party suppliers of warehousing, transportation and customs brokerage services for an expanding premium brand. • Supervise operations of the newly launched EMEA e-commerce business. • Manage Planning and allocation for EMEA owned stores, department stores and franchising. The change of the OTB and forecast process improved the inventory turn from 1.8 to 2.5 Head of Finance and FP&A EMEA (January 2014 – December 2015) • Build up the European shareholder company as parent of the current legal entities in the UK, France, Germany, Belgium, Ireland. Introduction of monthly closing within 5 working days. • Manage the statutory accounts for the EU subsidiaries on company, store, category level. • Consolidate the Banks in Europe through HSBC in all the EMEA entities. • Review the invoicing currencies introducing the GBP to reduce the risk of losses on forex. • Review the Transfer Price model for EMEA and Asia. The exposure of the EU subsidiaries against the tax authorities has been reduced by introducing Intercompany agreements and country files. • Review the current distribution model in the UK Department store through the development of concessions. Operating profit + 12% from 2014 to 2015 • In charge of Financial Planning and Commercial Finance supporting the EVP EMEA and Asia for each new development project. • Review the Franchising agreements across Europe and Middle East. This gave to the brand the legal strength to develop the Middle East market and reduced the company’s obligations.

Financial Controller (October 2012 – January 2014) • Prepare monthly accounts (P&L, Balance Sheet and Cash Flow) and manage AP and AR. • Liaise with external advisors on the preparation of statutory financial information and preparation of quarterly and annual statutory accounts. • Manage the budget and forecast process broken by brand, category, division, geographic area, distribution channel and store. • Introduction of SAP BPC (Business planning and consolidation) • My duties were extended to a continuous and proactive dialogue with all the Business Unit directors and the coordination between the Business unit FP&A manager and the Finance department. To better understand the business trend I introduced a monthly variance analysis by Business unit/Brand/Region.

My role included a close relationship with team members across all regions, countries and departments as well as potential investors and local partners in Eastern Europe and Asia. • Development of the controlling and Commercial finance reporting system for each subsidiary of the group (21 legal entities) and consolidate the Monthly and Annual Group Financial result (P&L, Balance Sheet and Cash Flow) – both Management reporting and Statutory audited. • Generated €1M cost savings through implementation of integrated ERP system (JD Edwards), designed and delivered training for 12 tax advisors and the staff in HK, China, Japan and US. • Set-up of 9 subsidiaries from 2008 to 2012 (6 in EMEA and 6 overseas). • Responsible in Identify cost saving and sales growth opportunities and working with management to achieve them. EBIT of EMEA moved from -1.3% in 2008 to 8,9% in 2011 after the reorganization project of operational flows. It consisted in a reduction of Finance and operations staff in European subsidiaries, the closing of 4 offices in Madrid, Dusseldorf, London, Paris and the reviewing of the accounting processes in Italian headquarter. • Increased productivity through staff re-structure and re-training. • Team leader and responsible for the group transfer pricing. FP&A and Commercial Finance responsibilities • Development of simulation models for the valuation of investments’ profitability and payback in key decisions within the retail business. More than 50 stores opened from 2008 to 2012 • Lead the 3 years plan process by store, subsidiary, division and consolidated. • Introduction of the Investment and retail internal committee in order to discuss, review, approve or reject any investment project. • Joint Venture Structuring: Russian JV – 9 stores in 2011 (locally involved in the project) Poland JV – 5 stores in 2011 (locally involved in the project) China & HK – 41 stores in 2012 Indian JV – start up 2 stores My role was mainly focused on analysing the new JV structure, suggesting the ways to set the JV agreements and to improve the operating profit. The role was mainly dedicated on understanding with the local partners/investors the best way to improve the retail distribution and the capex required. I led these processes from the first informal step to the final negotiation. Supervise retail activities in terms of turnover, margin and volume forecasting. The implementation of Planning and allocation gave to the company a huge reduction of Inventory on-hold and an improvement of working capital (Inventory holding period from 105 to 51 in 2012) Direct report to the Group CFO and dotted line to CEO

• Improve control and reporting procedures in accordance with Audi-Volkswagen Group requirements. Manage budget and forecast processes for each legal entities. • Set-up of controlling processes of Merchandising and licencing during the second year of my experience.

• Responsible for the Business analysis related the worldwide retail and wholesale distribution • Improve the control and reporting procedures and introducing a COGS variance analysis. Shrunk a €XM margin discrepancy to €10k; improved department reporting to increase clarity and visibility of cost / margin for the Board or Directors. • Build up the monthly consolidated P&L (5 EU legal entities, 2 in USA, and 1 JV in Japan)

Book keeping of Account Payable, Account receivable, general ledger and monthly VAT returns

Finance and Operations, Finance, Controlling, Retail Operations

Qualified accountant, Business Administration

Milan

Milan

University of Bologna, Finance