Daniel Bottacin

Manages the International activity of the i3 Group
Support to international partners, order process, small project management, manage all requests
Responsible for the P&L, budgeting, purchase requisitions
Responsible for managing the team of Country Support Coordinators
Ensure motivation, performance, and personal development
Support of the commercial team in charge of building partnerships

Consulting Services for Improvement of Siemens Businesses in the UK
Achievements:
o Analysis of personnel involvement in Lean Manufacturing project for Siemens Energy / Analysis of customer satisfaction for Siemens Legal --> in both cases: Identification of Improvement actions, presentation and successful argumentation.
o Development of the “survey offer” as growth platform for Business Consulting --> LeadX as first external client
o Process analysis/improvement for consistency/productivity --> 20% lead time reduction

Responsible for Cray operations in Europe, involved in configurations and installations of Supercomputers
o Define and put in place tools to control the business with the support of the financial department: As a result: strict control of the costs & revenue, identification of trends
o Strategic planning to define the strategy of the operations in Europe in support of the corporate goals; --> Implementation of an Improvement Plan focused on “customer satisfaction” and “costs reduction”
o Definition of the budget integrating the improvement plan for Europe. Adopted by Cray in the US after presentation and negotiation.

Led IT Outsourcing service line units with cumulated revenue of €110M. Goal: to guarantee the achievement of Business targets: The role involved controlling the activity (monthly business reviews) analyzing the financial, sales and operational performance, identifying trends/issues, defining and putting in place corrective projects, driving their completion on time and within budget, checking the impact of the measures.

Financial Achievements:
o Drove a consistent over achievement of cost saving measures every year
o EBIT overachieved, 2005: +78% (over budget of 4.5M€), 2006: +96% (over a budget of 4.9M) despite heavy losses in most worldwide units. Performance obtained through regular business analysis and relevant action plans
o Participation in Risk Review Boards regarding large bid investments

Operations achievements:
o Drove the roll out of ITIL processes within the Nordic cluster
o Enabled the roll out of Best Practice Framework for account management
o Strictly Monitored new transition/transformation projects (UPM, Myllikoski)
o Enabled shared services tools/processes compatible with ITIL
o Shared Services project for Siemens. Expected cost savings of 6M€

Sales Achievements:
o Created a pool of pre-sales support resources for Nordic countries
o Bid support by putting in place resources and monitoring the process
o Over achieved by 10% the market share increase strategic goal of 113.2M€
o Definition of a new sales strategy in Spain (Order multiplied by 3 (same period)

Support of the Head of Regions covering projects for EMEA and South American countries.
o Improved value of acquisition of IT maintenance company “Unihold” in South Africa
o Assessed and provided measures to make the Irish operations profitable again
o Balanced Score Card for the Swiss Unit to control their strategy implementation

Development of Service Desk, Desktop and Datacenter services. Introducing standards such as “follow the sun “ infrastructure and processes to local units, then leading projects to improve their operations.

Change Agent program in the MIT in Boston providing MBA training.
created a team of consultants to provide specific solutions to customers in the field of Windows NT. Also pre-sales and other technical expertise internally and externally.
Enabled “NT Consulting” to be among the first certified partners of Microsoft in France.

Led a team of technical experts. Support for maintenance providing 1st level and 2nd level support for maintenance contracts.
Achievements:
o Auto financing goals constantly overachieved to the level of 33% for a target of 25%.
o Culture change applied on teams: empowerment and service culture
o ISO 9002 certification, services delivered according to operational level agreements

Various jobs as Unix system Engineer within Thomson, Olivetti and Nixdorf