Fabio Lupano.
Managing Director with over 25 years in manufacturing industries and a proven record of leading mid-sized and multinational operations through transformation, integration, and growth. Full P&L responsibility with teams exceeding 180 employees. Expertise spans industrial engineering, lean manufacturing, R&D-driven product development, and international sales.
25+
years of experience
26%+
operational efficiency gains
18%+
employee engagement improvement
My expertise spans industrial transformation, operational excellence, and post-merger integration across Europe and South America. At BorgWarner Biopsybell and Eltek, I delivered structural efficiency, launched new product lines, and increased profitability through lean management and disciplined leadership.
I combine strategic insight with hands-on execution to deliver measurable financial results, sustainable growth, and strong organisational cultures in complex industrial environments
My Fields of Competence
1. Industrial Transformation
Evolved a traditional family-run plant into a globally integrated manufacturing site, introducing lean methods, material management, and HR alignment.
2. Full P&L Leadership
Directed operations with 60M+ turnover, leading cross-functional teams across HR, Finance, Quality, R&D, and Sales.
3. Operational Excellence
Implemented lean manufacturing and continuous improvement systems in Italy and Brazil, increasing efficiency by 26%+ and employee engagement by +18 percentage points in two years.
4. Product & Market Expansion
Launched multiple product families (battery chargers, inverters, battery packs) and supported entry into the electric vehicle components market
5. M&A & Integration
Led post-merger integration, consolidating two sites, generating €1M in material savings, and completing the transition within 12 months.
I have gained solid experience creating resilient organisations ready for future challenges, and here are my top 3 projects.
Improved Sales & Operations Efficiency
rational
Outdated production equipments, risk of business loss for high selling prices and high level of imported products were putting the plant business under pressure. Improvements in market price positioning and manufacturing were required.
project overview
Led the negotiations with main customers to avoid volume loss, analyzed KPI of existing shop floor and defined the improvements needed. Led the process of production localization of imported products.
key elements of the project
• Negotiated price reductions to customers compensated with additional volumes
• Defined a business case for a modern assembly line and obtained the Corporate approval for the investment
• Obtained customer contracts for local manufacturing of products previously imported
impacts & benefits
• Increased sales by 60%
• Improved efficiency and production capacity +40%
• Added 3 major OEMs to the customer portfolio
• Increased employees engagement by 18%
conclusion
The project showed that a holistic approach to market positioning combined with operations efficiency deliver a significant improvement in overall market competitiveness, allowing a stronger relationship with customers and creating a solid base for long-lasting presence in the market.
Successfull Post-merger Integration
rational
Down to the path of automotive electrification strategy, Borgwarner proceeded in 2018 with the acquisition of Sevcon company, based in Newcastle UK, acquiring decades of experience in designing and manufacturing of industrial inverters.
project overview
Sevcon just few years before the BW acquisition merged with Bassi Srl, an Italian producer of battery chargers. The combined company was overstructured in terms of sales offices and technical center and required a reorganization plus the definition of a strategy for the future.
key elements of the project
• Re-organize the product portfolio, giving the correct destination of each family to different Borgwarner divisions/plant
• Move the business to the Italian facility, leaving the Newcastle site as technical center
• Re-create in Italy the team needed to give continuity to the business and create new product strategy
impacts & benefits
• Smooth post-merging transition, reduced overhead
• Inventory, logistic, customer care and sales moved to Italy, local new team hired in all departments
• Addressed the correct sales office structure, started a division strategy that led to the acquisition of similar companies in Asia and US
conclusion
In a very fluid enviroment with uncertain market previsions even for the short term, the project delivered a re-organization of the company with a scope and a direction.
Development of a plant from family business to multinational enviroment
rational
The Italian branch of Sevcon was based in Lugo (IT) and came from a long family business history. The plant needed a deep renovation to align with Borgwarner processes and upgrade the overall knowhow in all departments.
project overview
Renewed the plant with new team and created a strategy for the future of the available products. Defined a product strategy aligned with corporate strategy.
key elements of the project
• Created a discipline in plant financials and implemented the required corporate reporting
• Created a new first line in all departments
• Rebuilt from the base all aspects of operations, introduced lean concept like 5S, safety standards and detailed KPIs.
impacts & benefits
• Delivered 20% sales increase
• EBIDTA from single digit to +20%
• Delivered with no external support of the design, testing and production of new product (fast charger)
conclusion
During a critical period (Covid, Ukranian war) and in a fluid enviroment, the plant was developed to new industrial standards, with particularly significant improvements in operations and engineering capabilities.