Alessandro Moise MBA

As Director of General Affairs and Project Management, I support the General Manager (also owner) in strategic, organizational and technical‑legal matters, ensuring alignment between corporate objectives, operational execution and stakeholder relations. Key responsibilities & achievements: Supporting the GM in strategy definition, organizational decisions and high‑level negotiations. Managing sensitive technical‑legal issues, coordinating cross‑functional activities and ensuring compliance. Acting as external technical representative for the company in institutional and industry contexts (Unione Industriali, Cisita, Ifoa, ITIS, round tables, conferences). Strengthening relationships with key partners, suppliers and industrial associations. Providing leadership in problem finding, problem solving, and decision‑making in complex scenarios.

Direct responsibility for major industrial projects and key customers, ensuring delivery, performance and alignment with corporate priorities. Key responsibilities & achievements: Leading high‑impact industrial projects for strategic customers, from planning to execution. Coordinating multidisciplinary teams and ensuring project governance, timing and quality. Managing key accounts with direct responsibility for technical, commercial and operational alignment. - Corporate Re‑Organization Manager (2012–2014) Commissioned by the GM to redesign production flows and internal logistics, introducing: new shared KPIs across departments; optimized production and logistics processes; improved coordination between internal and external supply chains; This initiative strengthened efficiency, transparency and cross‑functional collaboration. - Sales Manager India A.I. (2012–2013) Responsible for developing and supporting commercial activities in the Indian market, managing customer relations and coordinating technical‑commercial interactions.

Reporting directly to the General Manager and coordinating approximately 270 resources, I was responsible for the full operational, safety and organizational management of two production plants, one of which outsourced under my supervision. Key responsibilities & achievements Leading Operations, EHS, investments and outsourcing of production activities, managing both Lean and non‑Lean processes. Overseeing maintenance planning and budgeting (TPM perspective) for all production lines under my responsibility. Coordinating two plants, including one outsourced facility with an internal‑customer turnover of approx. €6.5M. Managing facility operations, ensuring continuity, efficiency and compliance across all infrastructures. Serving as EHS Manager for both plants, responsible for safety, health and environmental performance. Member of the Sauer‑Danfoss Global EHS Committee, composed of 12 worldwide EHS leaders.

Led the start‑up and full operational coordination of a new LEAN production unit, generating an additional turnover of approx. €7M with an average EBITDA of around 10%. Managed a multidisciplinary team of 15 resources, including planners, shift managers and production workers, ensuring high process reliability and strong performance standards. Key responsibilities & achievements - Started up and coordinated a new LEAN production unit, achieving approx. €7M additional turnover and ~10% EBITDA. - Implemented very high Poka‑Yoke standards, ensuring robust process control and defect prevention. - Managed a team of 15 people (planners, shift leaders, operators), ensuring operational continuity and performance. - Recognized as a global production benchmark within the Sauer‑Danfoss Group. - Awarded Best Production Manager of the Year (2007) for outstanding leadership and operational excellence.

Reporting to the Sales and Marketing Director Upgrades and Options of Group. Activities: - Development and negotiation of commercial offers for upgrades, options and pre-installed line displacement. - GANTT project management and responsibility. - Responsibility for maintaining departmental turnover (approximately 3 million euros) and contribution margins (previously calculated in the offer phase)

- Planner of critical codes (both make and buy) for fillers and responsible for stock value reduction. Approximately 250,000 codes weekly planned with a value of approximately 4 billion Liras (2 mln Euros) out of approximately 30 billion Liras (16 mln Euros) of consolidated stock. Stock then reduced by me to 23 billion Liras (12 mln Euros): - 23% of fixed assets with significant increases in the annual turnover rate of the codes. - Reorganization of processes and feeding flows for mechanical and electrical assembly departments, both internal and external: increased performances up to 70% and 60% reduction of logistics mistakes and handling with zero added value. Coordination of about 8 people. - Responsible for the scheduling/planning software (Hi-Plan) for managing technical dept., production dept. and assembly dept.

Responding to the Service and After Sales Director, I managed and completed the installation and commissioning of the most complicated 2001-2002 line with a commercial value of 35 billion Liras (18 mln Euro). The site had a total cost of about 3 billion Liras (1.5 mln Euros) and I coordinated up to 45 resources.

I was involved in activities related to the accounting.

Responding to the General Manager, I was in charge of: - Supporting the production manager to develop efficiency analysis and to implement optimization processes as well as to help the Quality Assurance Manager to check process parameters and KPIs to implement continuous improvement actions (kaizen).