Francesco De Santis

Company Set Up S9 Programme Operations Set Up Site development Process Development

Manage strategic and operational projects for organisations in the Automotive and Aerospace industries. Provide strategic management and administration of special development programme services for the Jaguar Land Rover Group in JLR Gaydon Engineering Centre UK. Key Achievements: • Liaised between CEOs of leading organisations and OEMs to enhance cooperation, streamline operations and improve product quality. • Contributed to the due diligence analysis for submission to JLR Board for final decision on acquisitions. • Contributed to the development, implementation and evaluation of business development programmes. • Optimised internal processes and procedures by addressing bottlenecks and improving coordination/ efficiencies. • Designed and adopted the Make or Buy strategies as part of the business development process of the organisation. • Led organisation-wide change initiatives through building alliances across departments and effectively addressing resistance.

Development and follow up of strategic projects in area stamping

Led the implementation of process improvement initiatives to enhance the quality of service offering in the supply of automotive components. Key Achievements • Reduced the total headcount by 40% within a year as a result of adopting a radical staff rationalisation programme. • Slashed the total scrap volume by 90% within six months by driving a process optimisation initiative across all departments. • Cut process costs by 50% in one year through the implementation of a procedure optimisation project and consistent reduction of overheads. • Reduced the costs of procuring services and parts by 20% within a year by effectively negotiating with suppliers on SLAs. • Achieved a substantial reduction in the volume of customer complaints as a result of consistently improving services and effectively addressing major issues. • Improved market performance by reinvigorating the product portfolio and adopting tooling engineering changes. • Completed an organisational turnaround project in partnership with internal stakeholders at all levels.

Managed joint venture operations including technical asset evaluation, processing of potentials and the finalisation of acquisition decisions across Eastern Europe and South America. Key Achievements • Managed the joint venture project in Pernambuco (Brazil) between MA and Proma Group (BiW Plant €36ml CAPEX, €70ml/year Revenues) and ensured the successful establishment of the new Jeep Plant. • Extended the existing MA plant in Resende (Brazil) as joint venture between MA and Unipres (STAMPING & BiW Plant €71ml CAPEX) in 2013 dedicated to the new Nissan Operations. • Directed the setting up of operations in Krakujevac (Serbia) dedicated to FCA as a joint venture between Magnetto and Proma Group (BiW Plant €26ml CAPEX, €70ml/year Revenues) in 2011. • Conducted technical due diligence for European companies earmarked for acquisitions between 2010 and 2016. • Provided technical support validation and layout definition for the Beijing & Brema projects during the development phase between 2012 and 2014. • Implemented strategic business plans by setting objectives for individual and organisational performance. • Established Greenfields operations through collaboration with relevant internal and external stakeholders. • Exceeded KPIs including ROI, EBIT, client expectations and Business Plan costs for the setting up and ramping up of offshore operations.

The Holding operates internationally, and its Automotive Division counted in 2008 for over the 80% of the total revenues (€1,8 billions in 2007). Main Business of the Automotive Division is to offer engineering and manufacturing as tier supplier directly to clients such as PSA, Fiat, Iveco, BMW, VW, Audi, Renault, Ford, Opel. The division offers the complete process design, forming and subassembly of complex metallic parts (chassy, underbody and exteriors) with a high degree of complexity for geometry and aesthetics constraints. With its 28 plants, the Automotive Division resulted in 2007 amongs the four main metal forming suppliers worldwide (Tower, Gestamp, …). The position accounts on the whole industrial process and reports to the Managing Director. Key Achievements: o Design and implement the restructuring and consolidation plan for Italy in accordance to market dynamics (four years BP). o Executed “Due Diligence” of sites and companies for future acquisitions in accordance to BP.

PAI is POA certified, according to EU Joint Aviation Regulations, for the development, production and maintenance of civil and military aircrafts (P180Avant II & P166), as well as the build & maintenance of engines and aircraft subassembly. Amongst major PAI customers you can count ALENIA, DASSAULT, ROLLS-ROYCE, LOCKHEED MARTIN, PRATT&WHITNEY, HONEYWELL, AGUSTA. Accountable for the whole industrialisation process. Accredited Person to EASA as POA referent, as from part 21 of AR 1702/2003. Responsibility over engines (PW200 family) and aircraft components/sub-assembly (cross wing, turbine case, combustion chamber) process definition. Engineering Changes and maintenance methods development. Cap-Ex management. Material Flow and Layouts. Technical Management of new customers. Reporting to AD. Key Achievements: o Re-engineering of the whole operations, necessary step to align the manufacturing organisation to the new Business Plan (from jobbing to mass production  production line). o New guidelines for product development in Concurrent Engineering finalised to halve new product development timing (in conjunction with R&D). o Introduction of takt time concept, line balancing and specialty management in final assembly o Re-engineered the book-keeping structure to sharply differentiate industrialisation and manufacturing costs. o Executed Due Diligence of several companies in East Europe for future acquisitions.

P&L responsibility. Completely restructured the loss making division (yearly turnover 200 million euro, 800people) by means of consolidation and business development activity (from 20%operating losses to break even in 3 years with concomitant 30% of turnover reduction)

Co-ordination of joint OPEL/FIAT Cost Analysis teams (Prototyping, Manufacturing Engineering & R&D). Development & implementation of WCM methodology

Responsibility over new product start up, process definition, engineering changes, capital expenses, plant efficiency, modernisation plan. Reorganised maintenance organisation , implemented cellular manufacturing principals, reviewed outsourcing policies, reduction of manufacturing costs, 30% headcount rediction through organisation redesign and multiskill program. Lean manufacturing training.

Set up of capital intensive operations from green field as part of new cutting edge car plant in Melfi. The Press Shop produces 60.000 large parts/day on a 3 shifts 6 days per week operations basis. Reported to Unit Manager. Over-sighted 130 workforce. Key Achievements: o Executed site construction and plant installation. o Start up in production of two new product lines, the old FIAT PUNTO and the old LANCIA Y . o Addressed every problem relevant to the start-up of a new factory, from defining Standard Operations and head count, to recruiting and training. o Organised the flow of production, maintenance, logistic of supplies, quality system.