MSMARCO SAITTATRANSFORMATION & VALUE CREATION

INDUSTRIAL TRANSFORMATION EXECUTIVE

Turning industrial
complexity into
lasting value.

I bring strategy into the operation — aligning people, performance and accountability to deliver measurable business results.

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Marco Saitta, MBAAbu Dhabi · International experience
Marco Saitta in a navy suit
FROM STRATEGY TO EXECUTIONIndustrial depth.
Enterprise perspective.

EXPERIENCE ACROSS

EUROPE · NORTH AMERICA · MIDDLE EAST

Selected employers and education mark from Marco’s career — not a corporate endorsement.

01 / SELECTED IMPACT

Value delivered.
Capability built.

Transformation succeeds when financial results are backed by a stronger way of running the business.

PRIMARY RESULT AED 279M

Finance-validated cumulative EBITDA impact through Value+

PROGRAMME SCOPE 13 sites

One enterprise-wide programme across Steel and Building Materials

PIPELINE GOVERNED 300+

Initiatives governed through clear ownership and benefits tracking

EMSTEEL

VALUE+

Making value creation part of how the business runs.

Built the Value+ operating model across 13 sites, connecting the initiative pipeline, executive governance and Finance validation to operational delivery.

Inside the transformation

The mandate

Translate a Group-wide transformation agenda into initiatives that plant and functional leaders can execute and sustain.

My contribution

Established ownership, milestones, risk tracking and benefits validation. Mobilised more than 100 plant and functional contributors and built CEO and Board reporting linking operational levers to financial impact.

The result

AED 279M in Finance-validated cumulative EBITDA impact. A prior transformation programme, developed with McKinsey, delivered AED 547M in verified savings; this is a separate programme measure and is not added to the Value+ result.

AED 279M Finance-validated cumulative EBITDA

EMSTEEL

PROCUREMENT EXCELLENCE

Building a strategic procurement function.

Introduced category management, SAP Ariba, stronger contract governance and supplier-performance management to improve cost and execution.

Inside the transformation

The mandate

Strengthen procurement performance across a complex industrial operation.

My contribution

Led a team of eight direct reports, combining process redesign, digital workflows and disciplined supplier management. The same period also included leading the plant-manager accountability workstream in a DuPont-supported safety transformation.

The result

AED 169M in procurement savings. Contract coverage increased from 9% to 80%, while lead times fell from 78 to 10 days. Safety routines contributed to a 90% reduction in Lost Time Injury Rate (0.50 → 0.05).

AED 169M procurement savings · 9%→80% coverage · 78→10 days

ARCELORMITTAL

POST-MERGER INTEGRATION

Capturing value across borders.

Coordinated 12 project teams across North American plants, applying total cost of ownership to approximately US$2.4B of spend.

Inside the transformation

The mandate

Identify and capture post-merger value across plants in the United States, Canada and Mexico.

My contribution

Applied total cost of ownership across the plant network, coordinating initiatives in solid fuels and metallics.

The result

Approximately US$21M in verified savings across ~US$2.4B of TCO scope. Subsequent European experience extended integration and procurement transformation across ~17 steel plants (context only; not included in the North American result).

US$ ~21M verified savings · 12 teams · ~US$2.4B TCO

LINDE ENGINEERING

PROJECT ENGINEERING

Building the industrial foundation.

Managed engineering project delivery for industrial gas plants in Munich — early-career work that built the technical and project-management foundation for later industrial transformation roles.

Inside the transformation

The mandate

Deliver engineering projects for industrial gas plants as Project Engineer at Linde Engineering in Munich.

My contribution

Managed engineering project delivery across plant workstreams, developing the technical depth and project-management discipline that later underpinned transformation leadership in steel and industrial operations.

The result

An industrial engineering foundation — hands-on delivery experience on gas-plant projects that shaped an enduring approach to complex capital-intensive operations.

Industrial foundation Engineering delivery · gas-plant projects · early career

Results relate to distinct programmes and periods. Cumulative EBITDA impact, savings and programme scope are shown separately and are not summed into a lifetime total.

02 / LEADERSHIP APPROACH

The discipline
behind the result.

Connect the enterprise ambition to the decisions, routines and ownership that make change happen on the ground.

01

Make the value clear.

Translate strategic priorities into business cases, operational drivers and a focused initiative pipeline.

02

Put ownership in the line.

Give plant and functional leaders clear accountability, practical milestones and a consistent performance rhythm.

03

Validate. Then sustain.

Connect Finance validation and executive reviews with frontline cost ownership and continuous improvement.

03 / BACKGROUND

An engineer’s depth.
An executive’s perspective.

More than 20 years across capital-intensive businesses in Europe, North America and the Middle East. My experience spans engineering delivery, post-merger integration, procurement excellence and enterprise transformation.

Today, I lead Business Transformation in EMSTEEL’s CEO Office in Abu Dhabi, connecting strategic ambition with operating performance across Steel and Building Materials.

CURRENT MANDATE

Director, Business Transformation

CEO Office · EMSTEEL · 2020–present

BUSINESS & ENGINEERING

MBA, IESE Business School

Dipl.-Ing. (FH), Mechanical Engineering
Hochschule München

LANGUAGES

German and Italian · Native
English · Fluent
French · Conversational

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