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Jacopo
Consulting: Management Consulting
Training
Based in Milano, speaks fluently both English and Italian. Jacopo was worked in more than 20 countries, is determined and fully motivated, with a strong team-oriented focus, excellent communication and relationship approaches, driven by innovation and enhancing experiences.
The drivers of his professional approach, are a fully bespoke, multicultural approach, with on and off-field blended learning, developing critical competencies for transformation, focusing on user generated content, having an experiential learning outlook, targeting true business situations and solutions and developing unique distinctive competencies and understanding.
He achieved a BA in Business Studies which combined with his 30+ years within people development exposure helps him understand the drivers, strategies, objectives, needs, hurdles, priorities and challenges. We will talk your business language and easily create a fruitful rapport.
He has worked as Principal, Consultant and Freelance for instructional design, developing sales models, training and facilitation of management skills for large and medium Consulting Companies (Grant Thornton, Impact International, Door International), Universities and Business Schools (Istud Business School, Pi-Scool Italy and the Berlin School of Creative Leadership). Jacopo has global partnerships with L&D Consultancies, Coaching and Digital Coaching Companies. He has been L&D Manager for 6 years for Southern Europe for a Global Information Technology company
Jacopo has received a range of certifications for people development and training purposes by high ranked companies (Digital Coaching, Emotional Intelligence, Power Presentations, Change Management, LEGO serious Play, Crucial Conversations, NLP Business Practitioner).
The main clients Jacopo has worked with, are: ABB, ADP, Astellas, Auchan, Banca Intesa, Bayer, BMC Software, Bosch, BSI Bank, CBRE, Chevrolet, Cisco Photonics, Citrix Emea, Clear Channel, Daiichi Sankyo, Dow Chemical, DS Smith, Eisai, Eli Lilly, EY, Ferrero, FCA, General Electrics, Generali, Guidant, H3G, Hetronic, Johnson & Johnson, Johnson Controls, J.P. Morgan, Kraft, Eisai, Eli Lilly, EY, l’Oreal, Marie Technimont, Mars, Mattel, Mc Donald’s, Methode, Microsoft, Moncler, Mondelez, Montblanc, Nectar, Norgine, Piaggio Scooters Global, Pirelli, Petronas, Philip Morris International, Pfizer APAC, Pirelli, Plastipak, Prada, Samsung, Swarovski, SAS, Shionogi EMEA, T–Systems, Three Telco, Total, UFA, Unilever, Vitech, Vertex, Vorwerk, Walt Disney.
The functions Jacopo has mainly impacted have been: Sales, Marketing, Customer Service, Human Resources, Engineering, Administration, Logistics, Information Technology, Finance, Legal, Production, Quality, Operations, Research & Development, Utilities and Safety.
He is a Global Business & Leadership Coach with 20+ years experience within multinational, multicultural and diverse Industrial sectors. He coaches CEOs, VPs, C-level Managers, Directors and Hi
Italian, English, French, Spanish
Consulting: Management Consulting, Consulting: Human Resources, Training, Healthcare, Automotive, Corporate Services, Chemical, Fashion, Real Estate
Training, Coach, Facilitator
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Strategy and planning, marketing communication, consulting, Business growth in a highly competitive market
Delegating/motivating, Develop exceptional presentation skills, Driving organizational change, Emotional intelligence, Adapt to a new role, Develop agility
Delegating - often managers grow in their roles without having adequate role models or learning/understanding the basics of delegating and motivating. Managers assume wrongly that a task is delegated whereas its a result which is delegated. The Team or person who has been delegated must fully understand the specifics of what is required, needs to have resources and understanding, the tools, metrics, KPIs, deadlines and should be backed by his/her manager if something goes wrong. It's the person who has been delegated to have the autonomy to decide how to achieve the result and checkpoints should be established. The success/bonus/performance appraisal has to be given to the person who achieved the result and not to the manager. Always remember to be sure the person who you are delegating agrees in taking the responsibility of achieving the result. I have facilitated and Coached many executives on Delegation which often seems to be a given whereas there are many fallacies in the approaches which are adopted. This has often negative impacts on the team members who, after acknowledging that their manager mis-uses this fundamental leadership practice, will do their best to back off from any further delegations.
Motivation - is a highly complex organizational, cognitive, emotional and social aspect. A high motivation is expressed by being passionate and excited about tasks and roles, actively seeking challenge, putting a great deal of energy into work and expecting positive outcomes. Often I encounter managers who are highly focused on results and leave behind people. Behaving this way, they are often doing other people's jobs, as they don't trust themselves and their team's capabilities. A vicious circle starts from here which impacts strongly on motivation, performance, deadlines and costs. Having a certification in Emotional Intelligence I have often worked with executives on helping them be more motivated and on motivating their internal and external stakeholders.
EBW Global Business Emotional Intelligence Assessments
ISTUD
Vital Smarts
IMPACT
5 Year University Degree focused on Management, Business, Accounting and Law
