Projects that deliver measurable results

The Italian division of an international industrial group was running a group-wide D365 programme with over 30 consultants and hundreds of active users. Mid-flight, the group acquired two new companies to be folded into the platform.

Take two newly acquired companies live without slowing the main programme: master data, planning and production end to end — with the complication that each entity ran a different MES, and engineering data lived in the PDM.

End-to-end ownership of the Master Data Management, Planning and Production streams. Two distinct MES integrations, one per entity (NICIM and Compass), plus the SOLIDWORKS PDM integration for engineering data and item-master alignment. In parallel, supported the Advanced WMS stream through the rollout, working alongside its stream leader.

Both acquired companies live in 2025, with the programme still in flight — folded into the group platform without derailing the main roadmap.

A manufacturer in the home automation and motorization sector valued inventory using the weighted-average method, with limited visibility into real costs and difficulty supporting management control.

Completely overhaul the cost model by moving to standard costing with full variance analysis, to enable more accurate management control — while meeting a go-live date fixed by the client.

As Solution Architect on the production side I redesigned the entire costing model — cost structure, standard costing versions and variance-analysis policies — with configuration, testing and a controlled cutover, working with a D365 finance consultant and in joint delivery with a big-four firm on the legal and accounting side.

Cost model fully rebuilt on standard costing with complete variance analysis in just 6 months: over 2 million item and BOM records re-costed, go-live delivered on time in full, and product-cost accuracy improved by over 50%.

An international fashion & luxury group had acquired 19 manufacturing companies in Italy and worldwide — from makers of chains and leather-goods components to other accessories manufacturers — each a distinct production site running a distinct process.

Bring deeply heterogeneous companies onto a common D365 platform, on a tight cadence, preserving each one's production specifics while keeping group-wide master data consistent. The core challenge: holding one template against 19 sites that each considered themselves the exception.

Within a delivery team of roughly 15 consultants, as Lead Consultant for Production and Master Data I led the planning and production workstream: requirements analysis for five companies, target process and group master-data design, the NICIM MES interface, through configuration, testing and cutover.

The programme delivered 5 go-lives in 7 months (~300 D365 licences in scope). I personally took two of the analyzed companies live — a maker of leather-goods chains and a components manufacturer — contributing to a repeatable post-acquisition integration model for the group.

A pharmaceutical multinational (CDMO) ran on Dynamics AX2009 with heavily customized processes that were disconnected across its plants, with no shared global standard.

Migrate to D365 while unifying heterogeneous processes under a global core model, re-engineering them toward the system standard and drastically reducing customizations — with a sequential country-by-country rollout, stringent regulatory requirements (cGMP, 21 CFR Part 11) and full GxP validation run with an external validation vendor.

Ownership of Quality, Planning, Master Data and Production (supporting Warehouse, Purchasing and Sales): requirements gathering, process design, configuration, data migration, testing, SME liaison and key-user training — plus the integrations with the QMS, the APS and the dispensing and production weighing systems. Sequential rollout starting from Italy (2 plants), then parallel analysis and configuration for the USA and France.

Processes standardized under a single global core model, customizations cut by roughly 75% versus AX2009, and previously manual processes automated (such as recording production hours). I also designed advanced quality-management capabilities (electronic batch records, variance handling, GxP / 21 CFR Part 11 controls) that I now find in the standard Advanced Quality Management module released by Microsoft. The project was run end to end in English with an international team of roughly 20 people across three countries.

A company in the textile sector (yarn manufacturing) ran its warehouse on Dynamics AX 2012 with standard functionality, without an advanced warehouse module, and had invested in new automation to connect to the ERP.

Integrate ERP flows with two very different systems: a new fully automated warehouse (rail-mounted robots for automatic picking and put-away) and two Modula and Kardex vertical warehouses at another site, while preserving data reliability and accuracy.

For both projects: flow design, system configuration, testing and go-live, building the structured interface between AX 2012 and the automation systems.

A marked reduction in picking and put-away times thanks to automation, and inventory accuracy ensured by a robust, thoroughly tested interface. The automated warehouse managed over one million SKUs, running roughly 10,000 pick lines per day.