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TECHNOLOGY

– and there is no bigger engineering challenge than
reducing the carbon footprint of fossil-fuel energy
production. The best play for them is to put their
resources into addressing the decarbonization so-
lutions in the sector they already operate in, rather
than walking away from it.”
Such massive transformation requires a clear vision
and confident leadership to set a company’s cultu-
re on track to execute it.

Change is difficult: It takes
focus, it takes energy,
“and it takes time

Change is difficult: it takes focus, it takes ener-
gy, and it takes time; three things that are never
abundant all together but are needed for a transfor-
mation of this kind,” says Fiorentino. “The biggest
risks are cultural: being anchored to the past and
points to its long history of engineering innovations. unable to lift off and unlearn in order to relearn. Or
He thinks creative solutions for the existing indust- projecting too far into the future and jumping there.
ry are more critical to decarbonization, rather than There’s only one reality: the present. The future is
responding by divesting or exiting the sector. “You made out of a number of ‘presents’, lined up one
don’t have to walk away from a problem to make after the other; the past is the same, but going the
it disappear – you can address it by decarbonizing other direction. You need to be able to bridge the
the way you do things,” he says. “These companies two, and not be too anchored to the past and have
have the ability to be part of the solution. One of the an eye to the future. Your task is to build a brid-
things that makes these companies special is their ge from one to the other. There’s no secret recipe
expertise in addressing big engineering challenges other than just keep at it.”

Michele Fiorentino

Executive Vice President, Strategy & Business Development
Michele Fiorentino is Executive Vice President of Strategy & Business Development at Baker Hughes.
Throughout his career, he has held leadership roles focused on accelerating long-term growth across the
energy, manufacturing and chemical industries. His engineering background combined with his strategy
experience and commercial acumen have positioned him to lead a number of transformation projects
and initiatives.
At Baker Hughes, Fiorentino is responsible for leading the company’s long-term growth strategy, inclu-
ding mergers and acquisitions, energy transition, and strategic planning.
Previously, he served as Chief Investment Officer at Abu Dhabi National Oil Company (ADNOC), where
he led the strategy and execution of the company’s investment and financing. Fiorentino has also held a
number of senior positions within BP and Castrol including Head of Strategy, Chief of Staff, Structured &
Corporate Finance and Sales.
He holds a Ph.D. in Chemical Engineering from the University of Naples as well as a Masters degree in
Finance from the London Business School.

62 Impiantistica Italiana - Marzo-Aprile 2021