Stefano Bianchi

Stefano Bianchi

Partner, Strategy& Italy

Stefano Bianchi is a Partner at Strategy& with over 15 years of consulting experience. He leads the Industrial Products & Manufacturing practice in Italy, and specialises in corporate strategy design and operations, primarily working with industrial players in Italy, Europe and the US.

His key areas of focus are:

  • Business Strategy and growth into new geographies, new segments, new products/services 

  • Business Model innovation and digital transformations

  • Corporate Development, identifying and evaluating targets for inorganic growth (M&A) 

  • Large-scale change management programs, including post-merger integration

  • Operational excellence and End-to-End Supply Chain optimisation

Examples of recent assignments include:

  • Go-to-market strategy and 5y Industrial Plan for a Global Railway player, analysing the market size & trends and the competitive landscape to identify the commercial opportunities to be addressed by region/segment leveraging its distinctive capabilities

  • Strategic repositioning and international growth plan for an Italian Infrastructural player, analysing the international market outlook and assessing the main opportunities/risks, with the estimate of the financial impact and capabilities requirements

  • Development of the 5y Industrial Plan for a global White Goods player underpinned by several strategic and operational initiatives in 8 European regions

  • Innovation roadmap design for a global industrial player, identifying the most innovative ideas and PoC to be developed through the review of the open innovation process, the set-up of the innovation platform and of the trend-watching tool

  • Digital transformation of a global industrial player, through the definition of the 5 years innovation pipeline, the assessment of the required capabilities, the set-up of the physical innovation center, the design of the hiring program, the selection of the digital players creating the external ecosystem, the incubation of first innovation sprints

  • Manufacturing footprint rationalisation for a global industrial player, including internalisation of volumes, plants’ restructuring, risk mitigation actions, negotiations with local/national unions and institutions 

  • Production optimisation for a Rolling stock player, through a lean manufacturing program aimed at reducing production costs, time and quality defects

  • Post-Merger Integration (PMI) of a digital player, including both the pre-merger and post-merger planning for a large Railway company

  • Post-Merger-Integration (PMI) of a global construction player, through the integration of the Head Office functions and the review of the role of the centre vs. branches

Contact details



  • Business Strategy and Corporate Development
  • Business Model innovation and digital transformations
  • Operational excellence and End-to-End Supply Chain optimisation
  • Restructuring


  • Industrial Manufacturing
  • Transportation & Logistics
  • Engineering & Construction


  • MBA from MIP Business School
  • MSc in Mechanical Engineering - Automation & Robotics
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