I
Enterprise transformation
An established business had outgrown the operating model that made it successful.
The full account
Chief Executive Officer · Europe · Global perspective
MatteoFerraro
Building enduring enterprises. Creating value that lasts.
I lead businesses through the moments when ambition must become a different operating reality.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
₹18,400 Cr
Enterprise revenue led
Across 22 markets
3.1×
Value created
Market capitalisation over six years
41,000
Colleagues
In manufacturing, services and retail
7
Acquisitions integrated
On time and within the thesis
My task is to give the enterprise a direction it can act on. I make the choices about customers, capital and capabilities explicit, then give business leaders the authority and accountability to deliver. I want difficult information to reach the leadership team while there is still time to respond.
Matteo Ferraro
Chief Executive Officer
Areas of stewardship
Where accountability has been mine.
- IEnterprise strategy
- IIBusiness transformation
- IIIBoard stewardship
- IVGlobal growth
Selected work
Decisions, and what they changed.
II
Market expansion
A promising adjacent market required a different route to the customer.
The full accountIII
Operating performance
Fragmented initiatives were consuming leadership attention without a shared view of performance.
The full accountIn the boardroom
Stewardship beyond the executive role.
Northbridge Infrastructure Trust
Independent Director
Strategy · Nomination & Remuneration (Chair)
2022 — Present
The Lakeshore Foundation
Trustee
Investment Committee
2019 — Present
Calder Logistics
Non-Executive Director
Audit · Risk
2017 — 2021
In the words of others
Trusted by those who appoint.
Rare clarity about what the enterprise will and will not do — and the patience to make those choices stick.
The most prepared chief executive I have worked with in a boardroom. Difficult news always arrived early.
The journal
Perspective, set down with care.
Strategy is also a decision about what to stop
A leadership team can agree on growth while avoiding the choices growth requires.
Read the essayThe operating rhythm behind enterprise renewal
An enterprise review should connect customer signals, operating performance and investment choices.
Read the essayWhat the board needs before the growth decision
A growth proposal should explain the customer opportunity, the capabilities required and the conditions under which management would change course.
Read the essayRecognition
Honours
- Chief Executive of the Year — IndustrialThe Boardroom Review Awards2024
- Top 50 Transformational LeadersCapital & Governance Quarterly2022
On record
As featured in
The Boardroom Review · 2025
“The CEO who stopped three businesses to build one”
Capital & Governance Quarterly · 2024
“Succession as strategy: lessons from an industrial turnaround”
The Leadership Ledger podcast · 2023
“Episode 112 — Choosing what not to do”
An invitation
The most consequential work begins with a conversation.
For board, advisory and leadership conversations where enterprise strategy matters.
Open to
- Board appointments
- Advisory roles
- Speaking invitations
office@matteoferraro.example