Tell us about Federico.

I am a food technologist. So is my wife. We have two sons. Much of my professional experience has been in R&D, quality control, and procurement, though this work has also allowed me to work on operations and HR initiatives. I have been with PPF for a little over two years.

How has your experience at PPF been?

I love the work and having the trust of PPF’s leadership. Information is shared across the company and communication is clear. I find all of this empowering. It gives me the chance to take initiative and to remain positive.

 

What is your approach to leading your procurement team?

People count. Yes, my team and I work for a great company and PPF’s approach to managing its people is impressive. I have found it most effective to relate to my team less as a group and more as individuals. Each one has a unique approach to their work and to solving problems. It would be unproductive to see it otherwise.

What defines your professional life?

One of the challenges in my work has been building teams from zero. This happened recently with PPF following its acquisition of Giuntini. Team-building is the best investment anyone who manages people can make. It brings with it nonstop learning. Procurement is a very good outlet for my skills–creating networks, bridging people, departments, and suppliers, and becoming an even better listener. Our department serves product development and is central to nearly every corporate function from finance to sales. We look for and work toward win-win situations. Those come from understanding the needs of others. Set aside personal goals since they do not serve the business. Instead, build reliable, long-term relationships. Every day brings different tasks and expectations, each serving the company’s interests. I like knowing I am improving PPF’s business by improving my skills.

You mentioned PPF’s acquisition of Giuntini. What challenges did the acquisition bring?

I had to overcome my skepticism and, for my team, make sense of the changes brought by the acquisition. Skepticism is OK though it can quickly lead to cynicism. Seeing how PPF lived up to its intentions, and how the company turned its words into action, matters to me. I adjusted my thinking and got even more involved. Without support from genuine people, messages are just words.

What is a source of pride in your personal? Is there a specific cause you are committed to?

I am happy to say my family and I have many sources of pride and commitments that matter. One stands out: one of our sons works for an NGO that cares for older teens with intellectual disabilities. In Italy, those over 18 who are most in need do not have access to much support from their communities or educational institutions. The academy created by the NGO my son works for is supported by university academics who encourage and support those with intellectual disabilities who want to continue their study paths. I am incredibly proud of my son’s commitment to this. 

In leading your team alongside diverse teams in the PPF family of companies, is there anything you have seen–other ways of working, different approaches to solving shared problems–that you have found inspiring?

Yes. Cultural differences exist between various countries. I remember how our Swedish colleagues reacted to the changes. I liked how PPF took the first step, prioritizing understanding the Swedish team's concerns—this was essential, in my opinion. Soon after, the Swedish team’s integration into PPF accelerated.   

I should also mention how well Steven Giuntini and the Giuntini family handled the Giuntini company’s integration into PPF. This was a family-run company joining a multinational. I have seen many ownership changes. I have never seen owners contribute as much as the Giuntini family did to make the acquisition they were part of work as well as it has. Open-mindedness about change is not easy and it is not common.