Ugo Virilli

Operating model redefinition for large corporates, diagnostic and target organization design, ROI-based scenarios including IT investment requirements to support productivity improvements and transformation roadmap Designed shared services center including process definition, service management and governance Digitalized transformation program management by building Smartsheet transition plans and Power BI dashboards for leadership, while driving adoption through change management initiatives

Managed the Accounts Payable recovery for a healthcare company (Reporting to the CFO, resulted in rapid improvement) A severe invoice backlog posed immediate financial and reputational risk Identified performance improvement levers (pain points, action priority assessment, transformation roadmap) Delivered the transformation program (KPI cockpit implementation, process improvement, change management, outsourcing program [12 FTEs])

Driving intellectual property and points of view development, equity research, cost analysis, benchmarking, value creation plan and performance improvement levers Active pipeline and deal flow monitoring on mid-cap/large-cap Maintaining business development, commercial and capabilities collaterals and supporting pitch material for high priority target and competitive situations Drive Key Account strategic initiatives Participating in recruitment effort and talent development, offering training, mentorship on duties and best practices

- Processing payment for repo financing deals - Managing the investors - dealers’ relationship, acting as a third part - Implementation of general efficiencies, successfully increasing productivity and security throughout processes

• Analysed databases’ extract to implement a new costing method, resulting in improvement of cost allocation and financial management. • Developed financial reporting for the departments’ manager • Ad Hoc analysis (i.e. one-off depreciation impact)