Laura Campanaro

• Oversee consolidated project financials
• Developed and implemented internal controls to enhance accuracy and efficiency of financial operations and equity clearing process
• Managed budgeting processes, coordinating cross-functional teams to align financial goals with strategic objectives across DePuy Synthes and JNJ until separation
• Led stranded costs workstream and financial modelling to define project impacts, benefits and risks.

• Lead, shape and coordinate the delivery of the financial agenda of the MedTech Strategic Solutions Business in EMEA and Regional Office; acting as a valued business partner to the Strategy and Marketing VP and their leadership team.
• Strategic Solutions is a regional team bringing together a number of Commercial Centers of Excellence such as: Global Business Insights & Pricing, Commercial Excellence, Omni Channel Marketing, Intelligence Automation and Digital Solutions.
• Delivered high-quality business partnering support to Strategy & Marketing VP and leadership team, enhancing strategic decision-making.
• Finance support to other key areas within Strategic Solutions including Intelligence Automation, Tender Excellence, Omni Channel Marketing & Revenue Assurance.
• Support the Strategic Solutions functional budget prioritisation along with Strategy & Marketing VP, BUIT VP and HR.
• Coordinated Strategic Solutions regional finance tasks with leadership team for closings and latest thinking exercises, providing qualitative insights and improving operational efficiency.
• Main financial point of contact for Intelligent Automation Program in MedTech EMEA.

Key Achievements

• I developed frameworks to ensure strong financial governance on Digital Solution area supporting countries' execution - more than 90 deals closed and solutions installed into the field.
• I implemented the EMEA regional dashboard on specific growth initiatives to drive insights and speed up decision making process - overall +30M$ revenue growth on targeted accounts.
• I led the IA program from Medtech EMEA working on specific areas such as Inventory management, Omnichannel and Bid & Tenders, building up specific use cases to drive 3Es (efficiency, efficacy and experience) - value realised +15M$.
• I was key financial partner supporting the revenue Assurance Program, working with regional team and country DRIs to assess new leakage opportunities delivering 50M$ in 2023.
• I invested time with my team (2 managers + 5 analysts) coaching them, inspiring and actively supporting their development programs

• Overall responsibility for Orthopedics P&L, with annual budget of 180MM$ sales.
• Providing effective financial leadership to the Franchise VP and business leaders, to enable strategic foresight into the business, shaping global strategy execution, ensuring portfolio optimization to drive long term profitable growth.
• Providing high quality business partnering support to the DPS VP and the Business leaders.
• Strong management of the DPS Italy P&L and cash flow (Inventory, capex) to ensure that targets are met balancing risks and opportunities.
• Strong partnership with regional/global team, GMED, Supply chain, planning team, Tax and Accounting team.

Key Achievements

• I strongly contributed to the capital efficiency profitable growth in DPS business, reassessing the GTM model working very closely with the critical stakeholders, CommEx, Supply Chain, business and legal to change the way to run business - 10 pt Opex ratio improvement achieved after the roll out of the changes.
• I led from financial perspective the swap from no sterile to sterile mainly in Trauma business, accelerating revenue growth and reducing the scraps and the inventory adjustments by 30%.
• I worked very close with Supply chain to optimize the usage of instruments, I put in place a strong governance to facilitate the set allocation while reducing CAPEX investment required to support the business- (4M$ reduction).

• Responsible for the successful transition and migration of finance organization form local to ESP Global Model (Enterprise Standards & Productivity).
• In scope different processes A2R, I2C and FP&A, this complexity requires strong knowledge of local operational activities, decision-Making authority, strong communication and influencing skills and Global/ESP mindset.

• Managing and overseeing the annual budgeting, forecasting, and long-range financial planning processes.
• Developing and maintaining complex financial models to support decision-making across the organization.
• Analyzing financial data to identify trends, risks, and opportunities for growth.
• Collaborating with cross-functional teams to ensure alignment of financial plans with strategic objectives.
• Managing a team of 4 analysts.

• Final thesis on Strategy “the network as a strategic choice”
• GPA: 110/110 cum laude