Nazareno Ventola

Nazareno Ventola

Bologna, Emilia Romagna, Italia
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Aeroporto G. Marconi di Bologna

Informazioni

I started my professional experience with Enitecnologie, the Corporate R&D Company of ENI Group, the national Oil & Gas Company, in the Strategic Planning & Development Department. During that time I was involved in the Strategy definition and implementation process at corporate level, developing simulation models to analyse the long term evolution of the energy markets.

After a brief experience in management consulting, I later joined Aeroporto G. Marconi di Bologna in January 2000, as Analysis & Planning Manager. My main responsibilities included strategic planning, business development and benchmarking.
In 2002 I became Planning & Control Director, adding responsibilities for business planning, budgeting and cost control, M&A projects, process quality and strategic control of subsidiaries.

With the aim at aligning my function to the new challenges of our business in 2011 I became Strategy and CPM Director, being responsible for strategy design and implementation and for monitoring corporate performance and in charge of the economic regulation process, which includes charges and tariffs scheme definition and negotiation with the airlines and the regulator.

In 2013 I became Managing Director and in July 2015 CEO of Aeroporto G. Marconi di Bologna. In 2015 I led Aeroporto G. Marconi di Bologna to a successful landing at the Italian Stock Exchange “Borsa Italiana”, through an IPO that allowed the opening of the majority of the Company’s shareholding to private investors.

Attività

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Esperienza

  • Aeroporto G. Marconi di Bologna

    Bologna, Emilia-Romagna, Italy

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    Bologna Area, Italy

Formazione

  • Grafico

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    Erasmus Project
    4 months spent in field work
    Dissertation: "High pressure phase equilibria in Enhanced Oil Recovery"

Pubblicazioni

  • How can regional airports make the most of opportunities open to them? Lessons learned from Bologna Airport’s experience

    Journal of Airport Management

    Regional airports can range from highly profitable companies to loss-making pure connectivity providers,
    depending on their geographical and competitive positioning. Analysing the performance of Bologna Airport, the authors propose a taxonomy of regional airports, depending on their primary function and considering their logistics and relative degree of competition. In the final part of this paper, Bologna Airport’s business strategy is proposed in detail, as an example of how regional…

    Regional airports can range from highly profitable companies to loss-making pure connectivity providers,
    depending on their geographical and competitive positioning. Analysing the performance of Bologna Airport, the authors propose a taxonomy of regional airports, depending on their primary function and considering their logistics and relative degree of competition. In the final part of this paper, Bologna Airport’s business strategy is proposed in detail, as an example of how regional airports can utilise their strengths in order to build competitive advantage and create value for their stakeholders and shareholders.

    Altri autori
    Vedi pubblicazione

  • Defining a new framework for a regional airport in an unstable business environment: The Bologna Airport experiencehe

    HENRY STEWART PUBLICATIONS 1750-1938 AIRPORT MANAGEMENT VOL. 4, NO. 3, 216–225 APRIL–JUNE 2010

    Bologna Airport has recently undergone a radical change in its business strategy and value proposition thanks to two main driving forces: first, the appointment of new management in 2007, which brought with it a new strategic plan that redefined the airport’s competitive positioning and strategic objectives; and secondly, the industry-wide paradigm shift that saw growing competition between airports at both local and global levels, the increasing role of low-cost carriers, and the difficulties,…

    Bologna Airport has recently undergone a radical change in its business strategy and value proposition thanks to two main driving forces: first, the appointment of new management in 2007, which brought with it a new strategic plan that redefined the airport’s competitive positioning and strategic objectives; and secondly, the industry-wide paradigm shift that saw growing competition between airports at both local and global levels, the increasing role of low-cost carriers, and the difficulties, especially in Italy, of the flag and legacy carriers. After a thorough strategic analysis and a deep review of longstanding practices, the company published a new vision for its business based on three ‘pillars’ — one based on aviation and two based on non-aviation factors — leveraging the core strengths of the airport’s catchment area to achieve sustainable development for the company and its stakeholders.

Corsi

  • “Airport Economics & Finance Symposium”, Cranfield University, Cranfield (UK);

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  • “Corporate Valuation”, SDA Bocconi, Milano

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  • “Corso Avanzato di Business Planning”, SDA Bocconi, Milano

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  • “Il Piano Industriale”, Academy Borsa Italiana - SDA Bocconi, Milano

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  • “Le Operazioni di Finanza Straordinaria”, SDA Bocconi, Milano

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  • “Managing the Unexpected”, Alma Graduate School-NYU, Firenze

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  • “Progettare il Modello di Controllo Aziendale”, SDA Bocconi, Milano

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  • “Promoting Innovation”, MIT, Cambridge MA (USA)

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  • “System Thinking & Strategic Modelling”, London Business School, London (UK)

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Lingue

  • English

    Conoscenza professionale completa

  • French

    Conoscenza lavorativa limitata

  • German

    Conoscenza base

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