Diego Feliciani

Membre du Comité de Direction collaborant avec la Production, l'AQ, l'EHS et la R&D pour développer le bsiness API. Supervisé les investissements stratégiques, tout en gérant les activités de Maintenance, les Utilités et l'Informatique Industrielle pour optimiser les Opérations Industrielles

Active member of the Site Leadership Team of a large pharmaceutical campus for developing & executing proactive maintenance/operational and investment strategies for the site future development • Leading, motivating and developing a team of more than 100 Engineering professionals • Monitoring of effective systems to improve safety, reliability and quality • Ensuring that all assets are compliant with applicable regulatory and internal requirements and company guidelines • Managing budgets and cost-control aspects • Driving Capex process (including Site Master Plan) and coordination of major investments • Deployment of new Engineering organization by developing Team members' skills

Management of internal and external team members providing support of Site Engineering and Facility Management • Supervision of Capital Projects and major Investments for the Site Master Plan Development • Development of the Business Case for a confidential project including the Front-End Design of new production installation by managing multi-skilled teams

Responsible for making the site safer end more efficient by translating knowledge into meaningful directions to a team of more than 100 engineering professionals having direct responsibility on Engineering, Maintenance and Utilities including Site Development and Operating Expenditures management. Partner with EHS, Production, Quality, R&D, IT and Finance for the implementation of new processes / technologies / systems with the update / construction of new areas in line with the plant Vision. • Assessed the Maintenance and Engineering organization and identified key areas of processes to improve (Maintenance strategy definition, Planning and Scheduling, KPI, Reliability, FMEA, Plant shutdown, Problem Solving, Training, Energy Management, ...) by capitalizing on opportunities of Industry 4.0 • Promoted financial mindset by assigning budget responsibility to middle management in line with driven activities with clear ownership and accountabilty • Prepared the Plant to manufacture High Potent Compounds and be aligned with Corporate Strategy by overviewing a multiskilled team in charge of the Conceptual Design of a project estimated in the 50 MM€ range.

Provided guidance to more than 20 food manufacturing facilities over 5 continents for Capex investments with direct responsibility for Engineering support on all major investments including contribution to industrial strategy definition and implementation, standardization at global level of core process systems. Worked closely with Plant Leadership teams and Engineering leaders to deliver Business Plans. • Contributed to the introduction of 40 ktons of fruit preparation into the European plant network following the reassessment of the plant footprint. overviewed projects consisting in plant expansions, line transfers, equipment relocation and site closing. • Reduced the overall Company exposure to a major equipment breakdown by assessing globally the core asset base and developping an overall strategic and contingency plan for business continuity. This plan consisting in priority definition of production lines, replacement plan organization, maintenance plan preparation, negotiation of global agreement with key vendors, … • Improved overall Engineering quality level by externalizing design and construction activities to face irregular workload while capitalizing on internal know-how • Completed relocation of Beijing plant by overviewing Dachang Construction Project

Same position as below as the plant was acquired by Famar • Completed detail Design of the Capital Projects related to the transfer of the Famar CDM Orleans plant by leading the engineering team and by capitalizing on Lean concepts. The investment was estimated in the 30 MM€ range • Reduced the 8 M€ operational spending by 20% over 5 years by developping a Plant Improvement Program for Maintenance, Utilities & Engineering aiming at opimizing virtually every activity

Same position as below as the plant was acquired by J&J • Transformed Technical Services organisation focusing on processes and skills to create an environment where people are motivated and can excel and improve continuously with goals tracked to industry benchmarks • Created a continuous improvement process organization for engineering and maintenance operations by introducing Maintenance Equipment Excellence program

Provided direction to a team of 50 engineering specialists in charge of a comprehensive program including all aspects of administering the facility Capital Plan, effective operation on plant utilities systems and facility maintenance and equipment calibration to deliver operationnal improvement of Production Operations in a highly automated facility featuring more than 20 formulations workshops and 25 packaging lines. The responsibility encompasses all aspects of Site Master Planning, budgeting, scheduling, cost control, contractor administration, organizational development, staff training and guidance to engineering in order to ensure customer focus and priorisation. Worked with major Company Key Leaders and acting as a partner of the Site Leadership Team in site goals setting and objectives achievement. Prepared the plant to double manufacturing capacity level by developping a Site Master Plan to translate the Site Strategic Vision into a multi-year Capital Plan • Improved overall Site Performance by directing all aspects of the process of a 40 MM€ Capex over 6 y. to support new products introduction, continuous improvement, facility upgrade and expansion • Promoted a safe environment for external companies by setting up a “Contractor Safety” initiative while cooperating with EHS dept. for the ISO14001 / OHSAS 18001 management system

Full Management of numerous large-size projects from Preliminary Design up to Project Completion and Closeout. Main activities consisting of Design Development, Project Team set up, Appropriation Request preparation, supervision of the engineering and construction companies, contract negotiation, budget and schedule control (average investment per project: 5 to 25 MM€). Completed projects: • GMP Upgrade of a Liquid, Ointment and Creams facility (Herouville Saint Clair, France) • Immunology Lab Upgrade with an Animal Colony and a BL 3 area (Dardilly, France) • Clinical Packaging and Warehousing Expansion (Dardilly, France) • Pharma Expansion (Westerstein Chemie, Switzerland)