About the company

Dumarey Flowmotion Technologies is a leading company in the automotive sector, with two plants in the province of Pisa. It deals with the entire value chain: from research and development to the production of gasoline injectors. With around 1000 employees, Dumarey operates in a sector that is constantly evolving.

The company's history is rooted in Siemens, more than 37 years ago, and has gone through significant steps under Continental (until 2020) and later Vitesco Technologies.
The most recent and crucial stage was the acquisition, which took place in January 2024, by the Dumarey Group, led by entrepreneur Guido Dumarey. This step marked a profound transformation: from being part of a publicly traded multinational group to an entrepreneurial reality, introducing a renewed business philosophy, focused on innovation and entrepreneurial spirit. This required a corresponding development of internal leadership skills.

The challenge

Joining the Dumarey Group represented a strategic turning point, bringing with it new challenges and the need for a profound change in mentality. Dumarey's management team, while boasting significant seniority and maturity and consolidated experience in leadership development paths in multinational settings, was faced with the need to develop a new vision, more oriented to entrepreneurship.

The team, made up of 12 professionals between 40 and 60 years old, had to learn to interpret their role in a context in which managerial autonomy and the ability to define the strategic future became primary responsibilities.

The main challenge was to transform an implementation-oriented mindset into one capable of generating, evaluating and selecting innovative ideas, accelerating decision-making processes and adapting to an increasingly dynamic automotive market, in which product development times are drastically reducing.

The solution

To address this need for renewal and strengthen self-entrepreneurship, Dumarey has chosen to collaborate with Wibo.
Wibo's proposal, based on a model that combines direct experiences of top managers and successful entrepreneurs with practice guided by certified trainers and business coaches, has proved to be an effective lever for working with a team looking for new stimuli and innovative training approaches.

The course was divided into modules focused on crucial issues for the management team, such as resilience, entrepreneurship and the management of the strategic future.

In addition to the leadership path, the collaboration was then extended to a targeted workshop with the Sales department, focused on the retrospective. This tool, although in part already used informally, was formalized for the first time, introducing the importance of documenting learning not only from successes, but above all from mistakes, to promote continuous improvement.

Wibo's trainers have facilitated a productive and stimulating exchange, essential for a group of managers with a solid pre-existing theoretical base. This approach has made the training alive and immediately applicable.

The impact

Wibo's intervention has generated concrete and tangible changes within Dumarey, with a direct impact on the team's processes and mindset.

A first significant impact concerned the strengthening of the creativity phase and prioritization of ideas, closely linked to the development of entrepreneurship. In an increasingly rapid and competitive automotive environment, the ability to quickly analyze and select the most promising ideas has become crucial. This has made it possible to shorten learning times and accelerate decisions, representing an important competitive advantage for the company.

The course was perceived by the participants as a concrete corporate recognition, read as a sign of confidence in their abilities. This has strengthened motivation and involvement, fostering cultural alignment and the development of a mindset oriented not only to the result, but also to the quality of relationships.

At the same time, the introduction of the retrospective as a structured process represented another substantial change. This tool, now formalized, has become a key element of reflection, maturity and collective awareness, a dynamic that did not exist before.

Dumarey plans to measure specific KPIs related to the retrospective workshop in September — a further sign of the integration of these new processes and of the desire to monitor their effectiveness over time.

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Key Metrics

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What the participants say

We asked.”What did you like the most or did you find most useful about the route?”

“The topics discussed and the competence of the teachers”

“Competence, freshness and method”

“The exposure of the Executives and the brilliant Coaching, without being boring and achieving the objectives on schedule”

'The concept of antifragility'

“Reflections on passion”

“The explanation of how storytelling is constructed”

“Originality and ability to capture the attention of the participants”

“Reference to practical aspects and real work situations”

Conclusion

For Dumarey, the experience with Wibo represented a strategic opportunity to trigger critical thinking and dedicate concrete space to reflection, aspects often sacrificed in the frenzy of routine operations. This approach allowed the team to assess the actual impact of their actions and to explore more effective operational methodologies.

Wibo's approach, characterized by freshness and innovation, has proved to be particularly effective for a company like Dumarey, which is undergoing a significant transition from a multinational reality to a new business structure. The course provided the tools and context necessary to strengthen managerial skills, preparing the team to manage the challenges of the new scenario with greater autonomy, awareness and proactivity. This has helped to develop leadership that is more agile and ready for innovation.