1. Executive Summary
Strategic operations executive with over 20 years of success leading multimillion-dollar programs, cross-border transformations, and operational excellence initiatives. Recognized for translating vision into execution by aligning enterprise strategy, digital tools, and financial discipline. A trusted advisor to executive teams, known for delivering results through stakeholder engagement, KPI accountability, and scalable performance systems.
I am driven by a deep passion for creating meaningful impact, whether through transforming organizations, empowering teams, or delivering lasting value to clients and communities. I believe that every challenge is an opportunity to contribute, inspire, and make a positive difference.
"My approach combines strategic clarity with hands-on operational rigor to drive measurable and lasting business outcomes."
2. My Leadership Philosophy
My leadership is rooted in clarity, accountability, and transformation. I lead from the front — not only by setting strategic direction but by being present where decisions happen. I believe that execution excellence begins with trust and ends with measurable impact. Throughout my career, I have fostered cultures where people are empowered to take ownership, act with purpose, and grow through challenge.
Adaptability is a constant in today’s environment. I thrive in high-pressure situations by bringing structured thinking, real-time responsiveness, and cross-functional alignment. Transparency, open communication, and a deep belief in the mission guide how I lead individuals and scale teams.
"I do not just deliver projects — I build resilient systems, cohesive teams, and future-ready operations."
3. Leadership Style & Impact
A strategic yet grounded leadership approach focused on mobilizing people, systems, and structures around a clear purpose. Builds trust through transparency, empowers teams through clarity, and drives performance through measurable impact.
"Combines vision and discipline in equal parts – delivers results without losing sight of people."
Client Voice
"As part of innovative projects in transport electrification, Fabrizio was responsible for a team that had to develop reliable solutions and implement high-performing infrastructure. With Fabrizio, we had a collaborator who truly listened to our needs. He successfully mobilized his team to deliver complex projects. It was a real pleasure to work with him." Erica Savard, CPA, Director of Real Estate Division, Réseau de transport de la Capitale (RTC)
Colleague Voice
" I worked with Fabrizio when we were both executives at SACO. Fabrizio was responsible for the full program delivery of the MSG Las Vegas Sphere. More than 200 people were all aligned under his engaging leadership! Fabrizio was able to get from his team a high level of performance and efficiency because of the respect he had for each and everyone of his team mates. His great personality, his professionalism, his attention to details as well as his ability to elevate the conversation allowed him to move this unique project forward, on time and on budget. " - Eric Villeneuve, CPA
4. Signature Achievements
- $300M+ operations budget managed within $2.2B project scope.
- Delivered the world’s largest LED screen installation across North America.
- Reduced client escalations by 70% through interactive control systems, KPI's, and customer centric approach.
- Increased delivery efficiency by 40% via process redesign and team integration.
- $5M revenue growth and 50% increase in profitability.
- Scaled and led a 250-person cross-functional team across 250,000 sq. ft. facility.
- Achieved 30% FTE reduction in call center with no loss of service quality.
- Improved production efficiency by 35% through ERP and scheduling optimization.
5. Transformation Case Studies
The Sphere: Transforming Vision into Global Execution
Company & Industry : Madison Square Garden Entertainment Corp. (NYSE: MSGE, Immersive Entertainment & Venue Innovation)
MSG spearheaded the vision and construction of The Sphere in Las Vegas, a groundbreaking venue designed to redefine live entertainment through immersive digital experiences. The LED display system, developed and delivered by Saco Technologies, was central to realizing this ambitious concept—setting a global benchmark in experiential architecture and media technology.
Challenge : Lead the execution of the world’s first and largest immersive LED structure — an engineering feat never previously attempted — during unprecedented global supply chain disruption.
Arrived in an empty 300,000 sq. ft. facility and, within four months, built and mobilized a full cross-functional team spanning HR, procurement, project management, logistics, production, manufacturing engineering, QA, and site supervision—recovering from severe operational delays.
Mandated by Madison Square Garden to rapidly operationalize and accelerate the project recovery. This entailed inventing an entirely new production ecosystem: from custom-designed manufacturing jigs and QA gates to sourcing never-before-built components from global suppliers.
Delays in critical electronics post-COVID and evolving design constraints demanded real-time flexibility. The deadline was non-negotiable due to a high-profile opening featuring U2’s residency and the Las Vegas Formula 1 Grand Prix, with strict site clearance obligations.
Action : Assumed full operational leadership with a hands-on, decisive management style under high uncertainty, leveraging MS Project for planning and tracking, Power BI for real-time visibility, and custom-developed internal QA and production tracking systems.
Drove alignment across engineering, production, logistics, and vendor partners through continuous risk evaluation, fast-paced scenario planning, and transparent communication.
Embedded a disciplined project management framework (Gantt charts, RACI, milestone tracking) to keep progress visible and accountable. Fostered a culture of agility, ownership, and customer commitment to meet the immovable launch window.
Result : Delivered the project on time and on budget while navigating COVID-era disruptions.
Clean Energy: Organizational Turnaround & EV Deployment Innovation
Company & Industry : Polara Energy , EV Infrastructure & Clean Tech.
Polara Energy designs, installs, and maintains EV charging infrastructure, focusing on electrified fleets and public transit systems (School Buses). The company operates across Canada and the United States in a rapidly evolving regulatory environment.
Challenge : The organization was experiencing rapid growth and needed stronger structures to support client delivery, inventory visibility, and project execution.
Forecasting processes and client responsiveness required improvement, while the primarily remote setup created challenges for engagement and day-to-day supervision.
Operational practices were not yet standardized, and functions such as technical support, estimation workflows, and engineering planning lacked formalized processes. Limited cross-functional coordination sometimes affected delivery timelines and client satisfaction, highlighting the need for greater accountability and alignment across teams.
Action : Introduced a clear organizational structure with defined functions and responsibilities, integrating performance evaluations aligned to company OKRs. Weekly cross-functional meetings were established with project management, engineering, service, and logistics teams to identify red flags and define action items.
The project management department was restructured, including the recruitment of additional qualified personnel.
A new facility was opened to centralize inventory, logistics, equipment configuration, R&D, and testing, supported by QA gates for incoming goods and shipping.
Collaborative tools such as MS Project, Gantt charts, and RACI matrices were rolled out to improve planning discipline and accountability. Project managers adopted a structured cadence of client meetings and progress reviews, while KPI dashboards in Power BI were enhanced to increase delivery clarity.
A culture of ownership and proactive supervision was promoted to reduce delays, while major account reviews and client-specific action plans were launched to rebuild cooperation and competitiveness.
Led a full redesign of EV infrastructure layouts, introducing a new modular installation concept that significantly reduced client installation costs, improved company margins, and decreased labor time and complexity for project management teams.
Result : Improved project delivery timelines and service responsiveness. Increased client engagement through structured progress reviews and proactive account action plans. Reduced inefficiencies and improved cross-functional collaboration.
Established standardized site installation procedures and embedded high-level project management practices across the organization.
Complex Manufacturing: Driving Digital Efficiency
Company & Industry : Rosemex-Mecar Metal Industries, Custom HVAC & Metal Manufacturing
Rosemex-Mecar specialized in made-to-order HVAC systems and sheet metal production, delivering customized solutions for clients across Canada, the USA, and Europe.
Challenge : Legacy manual systems and paper-based technical drawings created severe inefficiencies in labor tracking, costing, and design transfer for made-to-order (MTO) production.
Drawings were outdated and misaligned with modern equipment and workflows, impairing production accuracy and causing delays.
Limited traceability and low workforce engagement—particularly within a highly unionized environment—resulted in significant quality assurance challenges.
Action : Led a comprehensive digital transformation strategy to modernize production and operational oversight, enabling data-driven decisions that justified investments in new equipment and a redesign of factory production flow to achieve a leaner, more efficient operation.
Deployed ERP (Maximum) with integrated BOM and parametric SolidWorks connectivity, enabling seamless cost estimation and design integration. Introduced Synerion for real-time labor tracking and implemented direct digital links between engineering and production machinery to streamline setup.
Managed change through structured engagement with internal and external FTQ union leaders, securing alignment and buy-in. Reinforced a culture of ownership, efficiency, and data transparency across operations.
Result : Boosted production efficiency by 30%, improved costing accuracy by 85%, and reduced labor tracking discrepancies by 90%. Achieved full operational visibility and readiness for scalable, data-driven manufacturing growth.
Moving to a sophisticated data driven decision: Operational Optimization in Plastics Manufacturing
Company & Industry : Matra Plast, Plastic Packaging & Extrusion Manufacturing
Matra Plast is a major manufacturer of plastic multi-wall sheets and flexible packaging products, serving the food, industrial, and commercial sectors. Known for innovation and sustainable solutions, the company operates in a highly competitive, quality-sensitive environment.
Challenge : Inherited fragmented operations with outdated performance systems, inventory imbalances, and low material traceability. Production scheduling lacked visibility, and quality deviation response was slow due to the absence of structured metrics. Production yields were not optimized, and product gross margins were unclear, creating significant monthly fluctuations in financial performance.
Action : Standardized KPIs across revenue, production, procurement, and logistics. Introduced accurate trim & scrap materials reporting and floor-level identification to enable quick reuse in future production runs. Held regular KPI review meetings with production, customer service, logistics, and scheduling teams to align performance with company profitability targets. Optimized traceability through a new shop floor tagging nomenclature. Completed a series of vertical acquisitions, integrating packaging operations of Matra Plast’s own clients to strengthen control over the supply chain and expand margins.
Result : Reduced inventory variance by 35%, improved Overall Equipment Effectiveness (OEE) by 25%, and accelerated order-to-delivery cycle by 20%. Improved Gross Margins by 30%.
Introducing new technology: Scaling Operations in Retail Tech
Company & Industry : Videoself, Retail Technology & Smart Kiosk Systems .
Videoself developed and deployed self-service kiosks and automated checkout technology for retailers. Its smart devices integrate hardware, software, and real-time analytics to optimize customer experience.
Challenge : Company was in scale-up mode with rapid sales growth but lacked standardized installation, support, and logistics operations. Fragmented client onboarding processes risked service inconsistency and repeat technical interventions.
Action : Built installation playbooks, centralized service dispatch, and introduced remote diagnostics to reduce truck rolls. Led a full revamp of the warehouse and shipping workflows. Structured field technician onboarding and quality assurance protocols.
Result : Reduced service resolution time by 40%, increased install accuracy rate to 95%, and enabled national deployment scalability without increasing headcount.
Service and call center enhancement: National Expansion Through Sales-Operations Integration
Company & Industry : Groupecho Canada, Financial & Background Screening Services .
Groupecho is a leading provider of credit reporting, background verification, risk management solutions, and Transunion call center servicing enterprises and financial institutions across Canada.
Challenge : Flat revenue growth and declining client retention. The organization struggled to meet market expectations for fast, accurate, and visually engaging reporting. Legacy tools lacked clarity, and turnaround time failed to meet client standards.
The call center suffered from inefficiencies, inconsistent service levels, and limited quality assurance. Departments were overstaffed, with no formal performance evaluations or KPIs in place. A redesign of the reporting format — from tabular to graphical — was needed to modernize the company's image.
Action : Implemented sales KPIs and streamlined operations to improve performance and accountability. Redesigned job descriptions and aligned roles with the company’s strategic vision and brand identity.
Modernized reporting formats using Power BI dashboards, improving data clarity and decision-making. Automated document workflows using intelligent readers to digitize and route incoming faxes to agents.
Led the acquisition of major corporate accounts including Energir, Rogers, and Telus, expanding market reach beyond Quebec. Championed a company-wide cultural shift through a new corporate vision. Standardized internal systems and optimized resource allocation.
Result : Boosted revenue by $5M, increased profitability by 50%, reduced turnaround times by 40%, and expanded national presence with improved customer retention.
“One thorn of experience is worth a whole wilderness of warning” by James Russell Lowell
+ 1 514 233-7068 | fp@fpadvisory.ca
Disclaimer : The descriptions of challenges reflect the operational context I encountered upon joining and are intended solely to illustrate the transformation initiatives I led. They do not represent a comprehensive assessment of the company, its leadership, or its long-term capabilities.