Experience built
by doing, not observing.

A delayed Sort Centre left Amazon without sufficient sortation capacity in Rome ahead of Peak 2020. The original internal alternative required substantial upfront investment and carried material construction and execution risk. A viable solution had to be approved, contracted and made operational within a compressed timeline, without transferring unsustainable productivity assumptions or hidden costs to the future operation.

As Senior Program Manager for Southern Europe Launches, Giulio assessed the available scenarios, built the case for Amazon’s first outsourced ATS Sort Centre in Europe and owned the solution from approval through launch. When the internal procurement team did not have sufficient capacity to run the sourcing process, he also took direct responsibility for the RFP and commercial negotiation.

• Compared the options on capacity, cash requirements, timing and execution risk
• Adapted service requirements and financial templates to a sortation environment
• Challenged supplier bids based on unrealistic throughput assumptions and negotiated a sustainable model
• Defined responsibilities for labour, equipment, maintenance and site management
• Coordinated contractual readiness, launch and operational ramp up

• €9M+ cash flow savings delivered versus the original internal model
• €3M+ upfront investment avoided
• Variable cost per unit approximately 50% below the regional average after six months
• Facility launched on 1 September 2020, before Peak

HelloFresh Italy needed to improve cost and reliability while protecting the customer experience and moving to a materially leaner organisation. Recurring failures across procurement, production and delivery were creating avoidable compensation costs, while a period of high employee turnover had weakened continuity and team morale.

As Head of Operations Italy, Giulio held full cost ownership across procurement, production, fulfilment, logistics, quality and customer care, leading an organisation of around 15 people. His mandate connected unit economics, supplier performance, operational quality and people leadership within one operating model.

• Redesigned supplier agreements to connect commercial terms with service performance
• Introduced a controlled recovery process for courier failures, enabling viable redelivery instead of automatic full box compensation
• Used cross functional root cause reviews to address recurring failures across procurement, production and logistics
• Renegotiated carrier rates and conditions while protecting delivery performance
• Managed the move to a 25% leaner team while rebuilding leadership, ownership and morale

• All operational KPIs improved with a team structure that was 25% leaner
• Compensation costs reduced by approximately 20% year on year
• Employee turnover reduced from more than 20% in 2024 to zero in 2025
• Product of the Year recognition achieved in Italy in 2025

Growth in the UK and Spain required substantial additional delivery capacity. The challenge was not simply to generate applications, but to build a repeatable process that could identify suitable entrepreneurs, maintain candidate quality and convert them into operational delivery businesses within a short timeframe.

Giulio designed and launched the acquisition model for Delivery Service Partner 2.0, covering lead generation, qualification, selection, onboarding and the handover into operational launch. He managed the complete funnel against the capacity required by each market, rather than treating recruitment activity as an isolated marketing target.

• Built the partner acquisition funnel and qualification criteria
• Created campaigns and channels tailored to the UK and Spanish markets
• Structured the candidate journey from initial interest through assessment and onboarding
• Identified conversion bottlenecks and clarified ownership across the funnel
• Managed pipeline conversion through to activated delivery capacity

• More than 1,000 prospective partners generated
• More than 40 DSPs onboarded in four months
• More than 300,000 parcels per day of capacity added in the UK
• More than 100,000 parcels per day of capacity added in Spain