Tommaso Dell'Erba

Managing a deep corporate evolution. Driving sustained progress across strategic initiatives by combining robust governance and pragmatic routines. Actively coaching the ambassadors of the transformation helping them move into action, lead their teams effectively and foster ownership. I simplify deployment by encouraging quick wins and focusing teams on concrete outcomes over excessive analysis. I also manage PMO reporting, providing leadership with the visibility needed to steer and decide with confidence.

Provide individual professional coaching for employees with recognized disabilities, supporting their performance, adaptation, self-esteem, stress management, and relationships with colleagues and hierarchy.

A coach supports you without judgments to achieve a professional goal with measurable results and to gain autonomy and confidence. You set yourself your goal for yourself. It is a space for reflection that you decide to entrust to yourself in order to solve a temporary issue or succeed in a new challenge.

Skills: Management Consulting · Project Governance · Efficacy · Performance Management · Management Information Systems (MIS) · Project Management · Client Relations

Skills: Management Consulting · Project Governance · Pilot Projects · Efficacy · Organization Skills · Performance Management · Analytical Skills · Change Management · Client Relations

I believe in the fundamental role of the human capital in the sustainable industrial excellence. Project Performance, Operational Excellence, Change Management and Company Turnaround are driven by strategic team governance, dynamics and metrics, based on a culture of trust. I provide Management Consulting, Interim Management and Professional Coaching.

Lead Planner for a Galvanisation Line project within a complex consortium in a multinational environment. Mandated to instill a planning-driven culture in the project, focusing on preparing and facilitating transversal meetings to ensure alignment across all stakeholders. Responsible for providing the detailed project planning, ensuring that key activities and milestones were met.

Head of Technical Operations mandated to lead the operational transformation of the engineering department to drive improved performance and alignment. Streamlined and structured the department's organization and governance, while introducing clear routines for daily operations. Introduced visual management practices and enhanced performance monitoring to foster transparency and accountability. Played a key role in boosting competencies management by implementing a system for technical skill sharing through filmed training sessions, which helped reduce task bottlenecks. Actively managed collaboration across transversal departments, ensuring smooth coordination and efficient communication.

Transformation Consultant mandated to ensure alignment with the central team’s guidelines, clarified the transformation roadmap by organizing key milestones into blocks. Contributed to the governance of the planning team and proposed a task-focused planning approach, recommending the grouping of document deliveries with related tasks.

Change Management Director for the "Optimal" project mandated to ensure the successful adoption of the new solution by the end user. Deployed the roadmap for the change management strategy overseeing the organization of training, eLearning, site assistance, communication and community management. Optimal is a strategic project between Dassault Aviation and the French State aimed at implementing a new system for the management of the Rafale LSS (Live System Support) in the French Army, involving maintenance and logistics management.

Transformation Partner for the MBSE (Model Based System Engineering) within the DDMS (Digital Design Manufacturing and Service) Airbus Project. Led the evaluation of the stakeholder map and conducted an impact analysis of the new process. Worked closely with end-users to ensure alignment with the digital solution and supported the integration of MBSE practices into the design processes.

Mandated as industrial auditor for a supplier having difficulties in deliveries.

Auditor and Transformation Leader for the railway line. Conducted the industrial audit and developed and implemented the roadmap during a complex technology transfer. Improved communication among the customer interface, production and purchasing teams, achieving greater flexibility in adjusting production order sequences to meet shifting priorities and ensuring clear communication of priorities to suppliers, reducing delivery delays.

Performance Manager of the Flexity Product Family (tramways). Led a cultural shift in planning and performance within the engineering department. Developed the communication matrix and planning RACI, ensuring clear roles and accountability. Encouraged direct communication between planners and designers to promote collaboration over email exchanges. Motivated planners to ask questions and gain a foundational understanding of technical topics, improving cross-functional collaboration and knowledge across the team.

Planning & Performance Manager for the Double Deck Product Family, spanning France, Germany, and Canada. Established the team and its governance framework, leading activities to enhance performance. Standardized methodologies across teams to improve collaboration and consistency in planning. Played a key role in a worldwide task force on cost reduction.

Consultant / Lean. Implemented best practices in team management, project governance, collaborative work and reporting. Introduced visual management and a planning system to monitor activities and highlight missing quality documents on the Diesel Ultime Secours construction site. This proactive approach ensured timely document production, mitigating a significant internal delay. Led daily meetings to maintain team alignment and provide real-time updates.

Shopfloor efficiency improvement study through LEAN practices.

Chief Operating Officer of Saira Asia, tier-1 supplier in the market of interiors (seats and ceilings) for the major train builders (Bombardier, Alstom, etc.). In charge of the overall industrial operations (130 people): Production, Logistics, Supply Chain, Quality, Engineering, Processes and Project Management. Led a significant industrial transformation: stock optimization, HSE implementation, lean improvements, business processes reviews, procurement/production planning synchronization. Drove a cultural mindset switch: formalization, collaboration, transparency and pro-activity. Established a solid company governance: organizational structure, processes, routines of management, HR policies. Successfully brought all projects back on track and regained customer trust.