Corporate strategic organization
Redesigning models, processes, and cultures to align structure, strategy, and the desired futures.
Case Studies
Production Process Optimization
Type of company: SME in the metalworking sector
CONTEXT
A metalworking company with two production sites had misaligned production flows and efficiency losses.
INTERVENTION
I mapped the processes, redesigned critical phases, and defined clearer operational roles.
RESULT
An 18% reduction in order-based processing times and improved coordination between the technical office and production.
Building a Planning Framework
Type of company: Mechatronics manufacturer
CONTEXT
Production was managed on an “urgent-only” basis, and a shared method was lacking between sales, purchasing, and production.
INTERVENTION
I introduced a shared planning model, with structured alignment moments and tools for priority management.
RESULT
On-time delivery performance increased from 62% to 82% within three months.
Internal Organizational Streamlining
Type of company: International industrial company with overseas subsidiaries
CONTEXT
A fast-growing exporting SME had expanded rapidly, while its management structure had remained anchored to previous years.
INTERVENTION
I reorganized functions, responsibilities, and communication flows between Italy and the subsidiaries.
RESULT
Reduced operational overlaps and improved coordination between headquarters and international markets.
Alignment of Engineering and Operations
Type of company: Industrial automation
CONTEXT
The engineering department was designing without up-to-date data from the production department, resulting in rework and additional lead times.
INTERVENTION
I worked on information flows, creating structured moments of exchange and a shared procedure between engineering and production.
RESULT
A 22% reduction in rework within the first six months.
Generational Transition and Market Expansion
Type of company: Manufacturing SME
CONTEXT
Ownership was transferring management to the second generation while the company was increasing its international sales.
INTERVENTION
I reorganized roles, processes, and decision-making flows to support international growth.
RESULT
Greater management autonomy and a 35% increase in speed in handling international requests.