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Gianluca Tagliapietra
Transformational Strategic Global Executive
Gianluca Tagliapietra
Transformational Strategic Global Executive
Areas of Expertise
International Expansion
Company Transformation
New market development
What it means: Selling existing products to new customer segments or industries or launching new offerings into untapped markets. Creating demand with a new customer segment or use case for existing or new products. Often involves adapting value proposition, pricing, and go‑to‑market to a segment you haven’t served before.
Examples: A specialty chemicals company adapts a lab solvent line for the electronics manufacturing segment.
A healthcare firm introduces a wellness subscription targeting corporate employees (new B2B segment).
Commercial Strategy Transformation
What it means: Re‑thinking how the company creates, prices, and delivers customer value (offerings, segments, channels, pricing, go‑to‑market) to drive profitable growth.
Typical levers:
Customer/market segmentation and “where to play”
Value proposition redesign (from product to solution/outcome selling)
Pricing and packaging (value‑based, tiered, subscriptions)
Omnichannel/partner strategy and new market entry
Example: A materials company pivots from low‑margin commodity products to bundled solutions for semiconductor fabs, introduces value‑based pricing, and focuses on Top‑50 strategic accounts.
Indicative KPIs: Revenue growth, gross margin uplift, mix shift to priority segments, win rate.
Geographical expansion
What it means: Entering new countries or regions to grow sales, service, manufacturing, or distribution footprint. Requires local regulatory compliance, distribution, pricing, and often localization of product/labeling.
Examples: Opening a regional sales office in Southeast Asia and registering key products locally.
Building a packaging site in Latin America to reduce lead times and import costs.
Sales Organization Transformation
What it means: Redesigning sales structure, roles, territories, incentives, and processes to improve coverage, productivity, and effectiveness.
Typical levers:
Coverage model changes (hunters/farmers, inside sales vs. enterprise field)
Role clarity and specialization,
Territory and account planning; enablement and methodology
Incentive/comp plan alignment to strategic goals
Example: A life‑science tools firm creates an inside‑sales team for long‑tail accounts, assigns enterprise AEs to global pharma accounts, and adds Customer Success for expansions.
Indicative KPIs: Sales cycle time, quota attainment, pipeline coverage, cost of sales, expansion/retention.
Mergers & Acquisitions (M&A)
What it means: Buying or combining with other companies to gain products, technologies, capabilities, IP, scale, market access or efficiencies.
Examples: Acquiring a biotech startup to obtain a novel platform and its team.
Merging with a regional distributor to secure market coverage and logistics assets.
Partnerships & Licensing
What it means: Collaborating with other organizations to co-develop, co-market, license technology/brands or share access to IP/brands, under agreed terms (territory, royalties, milestones).
Examples: Licensing a molecule to a regional pharma partner for commercialization in APAC.
Co-developing a diagnostic with a device manufacturer and sharing go‑to‑market resources.
Change Management
What it means: Preparing, equipping, and supporting people to adopt new ways of working so the transformation sticks.
Typical levers:
Sponsorship and a clear “change story”
Stakeholder mapping and champions network
Communications, training, and role‑based enablement
Adoption tracking and feedback loops; incentives aligned to behaviors
Example: During a CRM/CPQ rollout, each region designates change champions, runs role‑based training, offers weekly office hours, and tracks adoption dashboards to >85% within 3 months.
Indicative KPIs: Adoption rates, time‑to‑proficiency, employee sentiment, realization of targeted business outcomes.
Distributors network
What it means: Building and managing third‑party distributors to extend reach, handle local sales, service, and logistics. Requires contracts, training, pricing policies, and performance management.
Examples: Appointing master distributors with tiered pricing and performance-based incentives.
Launching a B2B portal for distributors to place orders, access marketing materials, and track KPIs.
Commercial Operations Optimization
What it means: Streamlining processes, data, and tools across marketing, sales, and service to remove friction and improve efficiency and margins.
Typical levers:
Lead management and scoring
Forecasting accuracy, pipeline hygiene, territory optimization
Pricing governance and Deal Desk; CPQ implementation
Quote‑to‑cash automation
Example: Implement CPQ with pricing guardrails and a Deal Desk; quote turnaround time drops 60% and average deal margin improves by 2 percentage points.
Indicative KPIs: Quote cycle time, forecast accuracy, margin/discount variance, conversion rates, order‑to‑cash cycle.
If you aim to unlock your organization’s potential through customer focus, data-driven commercial operations, digital transformation, strong global partnerships, profit optimization, and effective C-level engagement, I can help.
With 20+ years of experience in pharma, life sciences, and healthcare, I have a proven track record in strategic planning and leading high-impact sales operations across EMEA and global markets.
Let’s connect to discuss how my expertise in commercial leadership, digital transformation, and business development can support your success as an executive, CEO, or board member.
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