Nicolas Di Salvo

I checked an average of 250+ documents (drawings, certificates, financial record) a day which is quiet well above the expected 100–150 required by my manager and using the QA method taught during training to keep errors to a minimum and avoid rework, and thisd happen within the paltform that we use called viewpoint for projects. Worked closely with external consultants and subcontractors to correct their issues, explain the process, and keep a good relationship between them and Vistry. I am supporting 25 live projects in London including training them with presentations created by me to new stakeholders on how to use our system (Viewpoint for projects) and follow the right steps on how to upload documents, how to use the platform, how to generated documents numbers to keep records trackable.

I took full ownership of a major backlog while two senior colleagues were away by organising 50+ meetings with externalsuncontractors teams and securing 1,000+ missing certificates needed for apartment handovers to purchaser and I worked with my team to make sure everything was stored correctly and ready for checks and delivered. I took ownership of a time critical documentation task for a live transaction of a an entire block of 700 units in London and completed contract checks and I have coordinated hard‑copy signings with 10 consultants and liased with them to ensured records were stored and ready for review once recevied the contracts back, and I helped avoid £75k per‑contract payment holds.

I have built MOMO Running from an idea to a working prototype plus the software MVP in 6 months on a small bootstrapped budget. I formed and managed a 7 peopleteam (designer, mechatronics engineer, 2 software engineers, PR, legal, me). I led theprocurement from start to the end, I travelled to China, to find the right manufacturers that I carefully examined in order to get material‑compliance certificates and their expertise for global export, based on defect rate, lead time, certification history, price and MOQs, and negotiated a 40% unit‑cost reduction with a minimum MOQ of 500 pcs, and 50/50 payment terms (production/delivery). Set unit costs at $11.50 (wearable) and $40 (verification device) with target prices of $60 and $200. Introduced simple softwares (monday.com and Notion) to keep work aligned within the team since our locations it's remote. And I fixed a sustainability issue by leading a full materials redesign with the technical team and delivered a new prototype within two months. Prototype ready for pilot build pending funding.

I created market, competitor, and customer research to define the our niche wich need trust in virtual racing performance. Built early business plans and financial projections based on unit economics and pricing of our product and I led the outreach and contacted 400+ angel investors and 100+ running organisations across the UK/US;. I secured confirmed interest from Chicago Area Runners ( around 5,000 members) to run the first pilot which is subject to prototype fit, with written confirmation of interest. Selected suppliers using price, quality, lead time, MOQs, and compliance history (this is called supply-chain management_) I opened US patent conversations to protect IP and kept the engineering and design collaborating despite part‑time availability and limited funds.

I managed and trained people eople (In the waiting staff team) for three years, I even introduced a buddy system so new hires were competent and ready about what to do their job within a month which reduced their errors and improved reviews 4.2 to 4.8 which helped the business to become a top local choice. I handled rotas/scheduling from the start to the end I have accommodated staff requests while keeping full coverage and oversaw daily service for 150–300 customers (up to 500 on weekends) by matching staffing to expected demand patterns and table turns, I ran the daily cashing‑up and weekly revenue reports, and did weekly budgeting with the owner to plan inventory spend and track costs to understand net results which was reviewing our income minus the inventory, labour, and operating costs to guide purchasing and pricing decisions. I have also negotiated with Italian wine suppliers from italy and I sourced to offset Brexit import fee pressure and I was able to deliver a 25% margin increase on wine (the best‑selling product) after comparing suppliers on landed cost, lead time, and quality, and renegotiating case pricing and terms. Cut waste by re‑using ingredients intelligently and I introduced basic waste tracking to adjust prep volumes, kept health & safety and hygiene paperwork ready for inspection for council checks and I passed inspections and maintained up‑to‑date records and training logs and I have coordinated private events for VIP clients with discretion menus, staffing plans and service timings agreed in advance to protect quality of the service and customers privacy privacy).