Federico Codega

Led the operational scale-up of the business, redesigning the organizational structure, building teams, and establishing the operating rhythm required to support growth and execution. Delivered +24% YoY sales growth while reducing operating expenses by 21%.

Led end-to-end Operations for a £70M global Beauty business with full ownership across Supply Chain, Procurement, R&D, Quality, and Customer Service across UK, Europe, and the US. Implemented S&OP and performance cadence across Sales, Operations, and Finance, improving forecast accuracy and enabling stronger business alignment.

Established end-to-end operating capabilities across planning, supply chain, and execution during a business separation and transition phase for a PE backed project. Supported implementation of core S&OP process to improve visibility and execution bridging Sales, Supply and Finance.

Led end-to-end Operations for the £50M EMEA business, building the operating capability required to support growth and IPO readiness. Implemented S&OP and KPI-driven performance management, improving forecast accuracy to >70% and maintaining 98.5% service levels.

Deployed 2 regional Supply & Demand Hubs across South Asia and Asia-Pacific, translating a centrally designed operating model into regional execution across 13 markets. Delivered c.£1.7M savings through reduction of write-offs, lost sales, and market returns.

Reshaped and led the S&OP process for the UK region, strengthening cross-functional alignment across Sales, Marketing, Supply Planning, and Manufacturing. Improved forecast accuracy to >70% across +350 SKUs and +25 brands while sustaining 99.2% customer service.

Performed voluntary work for a non-profit organisation helping disadvantaged children by providing care, training and education. Designed a tailor-made sustainable funding business plan to improve current projects and achieve long-term goals.

Developed and implemented a time-driven ABC costing model in the Rollout department within the Managed Services area. Awarded Best Project of the 2010-2011 class by Vlerick Business School.

Managed production allocation and delivery dates for Line Pipe businesses, considering macro-guidelines, commercial inputs, plant load, logistics, and technical requirements. Managed a global business unit and 4 regional business units with a total forecast of over US$ 390 million.

Led long-term allocation planning of the company's steel production system, coordinating 4 steel shops in Europe and America supplying 7 production facilities. Developed de-bottlenecking practices and performed scenario analysis to support top management decisions.

Led strategic positioning of Circuit Breakers & Switches (Low current) and was responsible for marketing and pricing strategy. Coordinated a product stock reduction program of US$ 500,000 with logistics and sales teams.

Participated in a two-year rotation program through Production, Logistic and Quality areas, working on projects led by Area Managers. Performed tasks concerning production process, stock management, and quality assurance.

French course (Français Langue étrangère) at elementary level, module 2.

Grade: Great Distinction (75th percentile)

International Master in Business Administration (MBA) graduated with Great Distinction (75th percentile ranking).

MSc in Industrial Engineering from the University of Buenos Aires.