Alberto has been instrumental in the underwriting, management, and sale of private equity deals in the energy sector totaling $1 billion. Before moving into private equity, he led teams in consulting engagements across nine countries and several sectors. He has an executive MBA from Wharton and has been a part of General Electric's foremost management development programs. He enjoys freelancing as it enables him to work with a diverse clientele.
Underwrote, managed, restructured, and sold more than $1 billion of assets located in the US, Mexico, Europe (France, Italy, Ireland) and Asia (Turkey, Jordan, Japan)—focusing on solar, wind and power sectors of the energy industry.
Co-led a successful sale of a more than $400 million international portfolio of infrastructure assets—leading the valuation, structuring, closing, and stakeholder management.
Managed the restructuring (refinancing, mgmt reshuffle, change in strategy) of assets in Southern Europe and supported a successful restructuring of US asset.
Presented monthly and quarterly status updates on each asset and proposed key investment decisions to both internal and external stakeholders.
Oversaw the day-to-day activities of several assets worth $1.3 billion in Japan, Europe, and the Middle East.
Built and managed several financial models for internal income and cash projections and investment decisions, such as upsizing, downsizing, and divestitures.
Led a specially created task force that successfully launched a $300 million solar distributed generation fund.
Led a team to support the financial, IT and operational integration of a more than $3 billion acquisition with sites across different tax jurisdictions (US, UK, IR, NL, IN, BR, CH).
Co-led the set up of a multimillion dollar service shop in the Middle East in the form of a joint venture with the local government.
Performed a bottom-up and top-down global market size analysis for an energy service business to redefine its go-to-market strategy and regional focus areas.
Built the valuation model for a company in the silicone industry to assess whether structural market changes would result in a potential impairment.
Completed the Financial Management Program (FMP) and the Corporate Audit Staff (CAS), two of GE premier leadership programs for personal and professional growth, which are recognized around the world for developing leaders through extensive training and practical leadership roles.
From abstract spreadsheets to real-world application, financial models have become an inextricable part of business life and an indispensable part of every company’s toolkit. But irrespective of its ubiquitousness as a productivity and decision-making tool, many out there still have a love-hate relationship with it.
Finance expert Alberto Bazzana authors a comprehensive “how-to guide”, for both the novices and experts among us, detailing Wall Street’s best practices for intelligent, effective, and error-free financial modeling.
Driving Down Costs in a Digital Oil and Gas Future (Publication)
In an era of subdued prices and with usage expected to plateau within the next 30 years, the focus for oil and gas companies must turn to cost control. Applying technological innovations such as blockchains, wearables, and advanced analytics to the supply chain can keep costs in check and maintain profitability.
Executive MBA degree in Finance and Strategy
2015 - 2016
The Wharton School of University of Pennsylvania - Philadelphia, PA, USA