Luca Prosciutti

Reporting to Managing Director and dotted line to Area Finance Director – Central, East & Nord Europe.

MAIN RESPONSABILITIES:
 Scope: Net Sales €20M, 4 Markets (Finland, Sweden, Denmark, Norway).
 Perimeter: Finance, Accounting, Treasury, Tax, Planning & Control, Board of Directors management, IT and Legal (2HC + SSC team in China).
 Focus: balance sheet cleaning, profit split adjustments analysis and tax audit follow-up.

MAJOR ACHIEVEMENTS:
 Leading the task force to clean mistakes on balance sheet and P&L.
 Successfully recovering of €0,5M old overdue receivables from customers and wrong payments to suppliers.
 Solving pending issues from previous year, including statutory financial statement closure.
 Transfer pricing documentation preparation.

Reporting to Managing Director and dotted line to SAMEA Regional CFO.

MAIN RESPONSABILITIES:
 Scope: Net Sales €15M, 4.200 tons/year production. Green field project with operations started on 9/2014.
 Perimeter: Finance, Accounting, Treasury, Tax, Commercial and Industrial Planning & Control, Board of Directors management, IT and Legal (10 HC).
 Focus: start-up activities, CAPEX analysis, recruitment and retention of talents, development of financial knowledge and awareness of local team.

MAJOR ACHIEVEMENTS:
 Pricing and profitability ad hoc analysis to support 4 successful price increases (100% y/y price/mix increase to compensate currency devaluation).
 Preparation of transfer price documentation from scratch.
 Make or buy analysis with final outcome of 2 new production lines launch.
 Benchmark analysis with other BU Operating Companies to identify areas of improvement.
 Successfully leading projects of DMS (Distributor Management System) and SFA (Sales Force Automation).
 Distributors inventory audit.
 Starting of export activities to reduce FX exposure.

Reporting to Managing Director and dotted line to Commercial Area Controller – East Europe cluster.

MAIN RESPONSABILITIES:
 Scope: Net Sales €100M, 5 Markets (Ukraine, Moldova, Georgia, Armenia and Azerbaijan), 2 legal entities.
 Perimeter: Finance, Accounting, Treasury, Tax, Commercial Planning & Control, IT and Legal (18 HC).
 Integration: lead the harmonization of Indesit into the Whirlpool EMEA perimeter (SOX, Reporting Model, KPI’s, Procedures and all Finance Processes).
 Cash & Risk Management: Treasury, Country Financial Planning, Credit Management, Banks, Forex.

MAJOR ACHIEVEMENTS:
 Redesign of Legal Entity architecture and finance department organization.
 Review of transfer price policy and intercompany invoicing structure to mitigate fiscal risks and sanctions.
 Debt restructuring to guarantee liquidity during tough political and economical environment (revolution and strong devaluation).
 Reduction of FX exposure through renegotiation of key customers and suppliers agreements.
 Strong activity on market expenses: logistics costs reduced by €2/Unit.
 Improved Working Capital through reduction of overdue, new collection tools. DSO reduction by 10 days vs previous year.

Reporting to Managing Director and dotted line to Commercial Area Controller – East Europe cluster.

MAIN RESPONSABILITIES:
 Scope: Net Sales €80M, 4 Markets (Poland, Latvia, Lithuania, Estonia)
 Perimeter: Commercial Planning & Control, Credit Management, Service Controlling (4 HC).
 Financial planning and reporting, budgeting and forecasting activities (sales/opex), credit monitoring, cash/risk management, money collection, trend and variance analysis.
 Financial analyses for pricing decisions, contract negotiations and targets setting.

MAJOR ACHIEVEMENTS:
 Enforcement of corporate credit policy, minimizing losses during the bankruptcy of 4 out of 10 top customers.
 Implementation of “Italian Law 262” Corporate Governance Controls and Segregation of Duties.
 Logistic Cost Reduction of €3/Unit driving sales of local production and enhancement of direct deliveries from the group factories to customer warehouse.
 Strong financial performance with 11 days DSO reduction.

Reporting to Plant Director and dotted line to Industrial Area Controller - Poland.

MAIN RESPONSIBILITIES:
 Scope: 0,8M Units/Year. Total Industrial Costs of €200M.
 Factory P&L control and variance analysis.
 Focus: Lean Manufacturing project and start-up of plastic components new plant.

MAJOR ACHIEVEMENTS:
 Benchmark analysis with other BU Refrigeration Factories to identify areas of improvement.
 Implementation of new reporting and management routines (Labour Efficiency, Scrap reporting, SG&A, and Material Handling).
 Set up of a new KPI’s system to monitor weekly (daily) update on the performance.
 Increased workforce efficiency by +10-15%.
 Reduced scrap generation by 24%.