Daniele Rozzoni

I lead strategy and innovation at the intersection of digital transformation (Web3, blockchain), sustainability, and EU regulatory frameworks such as the Ecodesign for Sustainable Products Regulation (ESPR) and Digital Product Passports (DPP). I help companies leverage blockchain-based DPPs as strategic tools to anticipate compliance, create competitive advantage, enhance supply chain transparency, strengthen customer trust, and drive innovation across products and services. I approach the regulatory landscape not simply as an obligation, but as a catalyst for industrial transformation and new business opportunities. Main Activities: • ESPR/DPP Strategy: define and adapt DPP-as-a-Service models aligned with regulatory evolution (including current ESPR Working Plan discussions), anticipating technical requirements and identifying industrial business opportunities. Serve as a reference on regulation, DPP architecture, and decentralized technologies. • DPP Innovation & Solutions: lead the development of blockchain-based DPP prototypes and solutions (e.g., CertiShield for classic vehicles; designing architectures for ESPR compliance and advanced circular economy models). • EU Standards Contribution: represent KNOBS in European regulatory dialogues, contributing to Cirpass-2 Expert Working Groups 1 (DPP Architecture & Interoperability) and 4 (Textiles), supporting the definition of technical specifications and interoperability frameworks for scalable DPP adoption. • Positioning & Industry Outreach: promote the strategic role of DPP beyond compliance, through public speaking, pilot projects, and use cases, demonstrating blockchain traceability value for sustainability, transparency, and industrial differentiation.

The Nicola Bulgari Foundation was established in 2020 by a member of the Bulgari family who founded the luxury jewelry brand Bvlgari with the objective to promote the understanding and preservation of American history of the first half of the 20th century, specifically the "golden age" of the automobile industry, cinema, and jazz music. Reporting directly to Nicola Bulgari and to the Board, I was in charge of defining and implementing the strategic plan to create a cohesive, long-term, and self-sustaining international entity to inspire future generations.

We design and implement customer experience, digital transformation and management consulting. We have decades of experience in marketing, corporate strategy, customer experience, digital transformation, market research and analytics. This is why Customer 1st is uniquely positioned to help corporate leaders to make choices for growth through customer data and digital strategies that unlock competitive advantage.

The new customer’s buying process needs every day more and more information and high quality, transparent and comprehensive web marketing services. In particular, in the auto repair business the gap between customers’ demand for information and the poor market offer is widening every day. I founded KeRete to offer to the automotive market, with a particular focus on the auto repair market, a number of web marketing tools to help close this gap and let the professionals strengthen the relationships with their customers and prospects. The platform has been eventually sold to ACI - Automobile Club d'Italia.

Co-ordinated day-to-day operations of the business while developing effective strategies to quickly capitalise on market opportunities. Restructured processes and functions to eliminate cash drains and increase overall revenue. Built productive industry and cross-industry relationships to maximise revenue generation. Evaluated business activities and formulated relevant, cost saving, control, and process improvement ideas accomplish organisational objectives. • From 2007 and 2013, we have successfully doubled the turnover keeping the EBITDA percentage. • Launched the paper book "Dealer Used Quotations" to counteract the historical leader. • Founded the "Training Academy" and “Centre for Independent Studies for the auto repairers”. • Organised the area of "Business Intelligence" and “Auto repair quotations online services”. • Implemented the Auto Repair Business Unit and the project “Technical Classification”.

Returned to the corporate HQ of this €9bn automotive leader when promoted to mastermind a key aspect of the new global marketing strategy sponsored by the company CEO with the objective to transform a group of disparate international divisions into a cohesive global marketing and customer-oriented organisation; Shifting the Marketing paradigm: the responsability encompasses Strategic & Operational Marketing Co-ordination, Market Analysis & Forecasting and Market Research; approves all marketing investments and re-allocates resources between markets where necessary Established regular, intensive programme of discussions on profitability, stock trends & pricing patterns with Company General Managers and their Marketing Directors; presents a regular flow of recommendations to the Sales & Marketing Vice President and twice per month a Market & Business review to the Iveco CEO

Unlocking the potential for growth: despite operating in one of the largest markets for commercial vehicles, this operation had consistently failed to realise its potential; a personal request for a market-based, hands-on development role was rewarded by being given responsibility for all Marketing & Product activities for Heavy Trucks & Vans across the three Benelux countries - conducted the territory’s first ever market research and demonstrated the fallibility of the perceived local wisdom that “price is king”; proposed long term strategy to invest in brand image as a sustainable approach to increasing market share to an acceptable level

Introducing the long term vision: invited to join Iveco by ex-IFAS CEO; reported to Head of Commercial Operations for this €1.8bn division and managed the activities of over 20 Head Office & field-based personnel; whilst business results looked good for the immediate future, quickly identified the need for a radical appraisal of long term strategy - obtained executive sanction to invest in brand promotion; revised the Daily van brand, price positioning and long term vision; developed new strategy for division’s maintenace & repair business; organised launch of several new models via a 5-month, multi-lingual, pan-European roll-out involving 100 journalists and 3500 dealers & sales staff - due to previous Far East experience (see below) appointed as interface between Iveco HQ and the Chinese JV partner, reporting to the Commercial VP

Re-shaping a sector: approached by an investment bank that financed a revolutionary project to revitalise the inertia-laden automobile distribution sector - prime mover in fundamental shake-up of a whole series of business processes for a variety of Ford, Jaguar, Opel & Mazda businesses. Formed buying consortia; in partnership with Quattroroute Professional, developed extremely innovative, web-based dealership management tool which is currently market leader in Italy.

• Leveraging the internet: appointed to this position due to long-standing reputation for e-awareness; tasked with the Detergent Division Direct Marketing programme for this €10bn sector leviathan - proposed & developed the concept to exploit DonnaD magazine’s 1.5 million circulation and the company’s 2 million-strong database in order to dramatically increase customer interaction; the result was a dynamic, easy-to-use tool giving consumers swift responses to queries and delivering a live cutomer test bed for the business; the site won an award as best Italian site in its category

• Daunting - yet stimulating: responsible for all international brands and new projects across 4 Group JVs in this amazing country with its enormous scale and fantastic pace of change; managed 11 staff including 6 Product Managers; role had an inspirational combination of broad autonomy and great complexity; reported to both the China Detergents General Manager and the President for Asia-Pacific - highly motivated by the sense of “business frontiering”: very little information or precedent combined with a complex cultural backdrop and the need to devise strategies, policies, tactics & processes from a standing start whilst identifying and setting up all aspects of infrastructure, hiring staff etc - recruited Trade Marketing team & galvanised work of all advertising agencies for Wipp brand relaunch, a vital cog in confirming Henkel as the largest & fastest-growing international detergent company

• Awards add credibility: originally invited to join Henkel by an ex-Benckiser marketing colleague and given responsibility for Vernel Fabric Softener, the 2nd largest company income stream with revenues of over €33m - project leader for development of flanker product (launched in Italy and then rolled out across Europe) which gained 2.4% market share in first 3 months & won a Group Marketing Innovation trophy; re-launched Vernel Mini with new design, bottle sizes, carton/display and flanker, again winning market share plus a prestigious packaging award

Brand Manager of Glassex, one of the company’s key brands with sales of over €16m: highlights included spearheading a total brand relaunch and as Project Leader, instigating a strategic product innovation for all European multi-purpose cleaning brands which has subsequently been applied worldwide

Rapidly progressed at Benckiser from trainee to Regional Key Account Manager then Brand Manager: highlights included generating up to 15%, 20% & 25% market share increases for some of their biggest brands, an extended secondment to a pan-European private label project being conducted by McKinsey and being offered a position with them on completion of military service in 1993