Company Overview

Dumarey Flowmotion Technologies is a leading company in the automotive sector, with two plants in the province of Pisa. It manages the entire value chain, from research and development to the production of gasoline injectors. With around 1,000 employees, Dumarey operates in a constantly evolving sector.

The company's history began over 37 years ago with Siemens, and it has since undergone significant transitions under Continental (until 2020) and later Vitesco Technologies.
The most recent and crucial stage was the acquisition in January 2024 by the Dumarey Group, led by entrepreneur Guido Dumarey. This step marked a profound transformation: moving from being part of a publicly traded multinational to an entrepreneurial entity, introducing a renewed business philosophy focused on innovation and an entrepreneurial spirit. This required a corresponding development of internal leadership skills.

The Challenge

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

The team, consisting of 12 professionals between the ages of 40 and 60, had to learn to interpret their roles in a context where 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 where product development times are drastically shrinking.

The Solution

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

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

In addition to the leadership program, the collaboration was extended to a targeted workshop with the Sales department focused on retrospectives. This tool, while partially used informally in the past, was formalized for the first time, introducing the importance of documenting lessons learned not only from successes but, above all, from mistakes to promote continuous improvement.

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

The Impact

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

A primary impact involved strengthening the creativity phase and the prioritization of ideas, which is 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 cycles and accelerate decisions, representing a significant competitive advantage for the company.

Participants perceived the course as a concrete form of corporate recognition, viewing it as a sign of confidence in their abilities. This strengthened motivation and engagement, fostering cultural alignment and the development of a mindset oriented not only toward results but also toward 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 previously.

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

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Key Metrics

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What participants are saying

We asked:What did you like most or find most useful about the program?

“The topics covered and the expertise of the instructors”

“Expertise, fresh perspective, and methodology”

“The insights from the executives and the brilliant coaching—it was never boring and we hit our goals right on schedule”

“The concept of antifragility”

“Reflections on passion”

“The explanation of how to build a narrative”

“Originality and the ability to keep participants engaged”

“The focus on practical aspects and real-world work situations”

Conclusion

For Dumarey, the experience with Wibo was a strategic opportunity to spark critical thinking and carve out dedicated time for reflection—aspects often sacrificed in the rush of daily operations. This approach allowed the team to evaluate the real impact of their actions and explore more effective ways of working.

Wibo’s fresh and innovative approach proved particularly effective for Dumarey as the company transitions from a multinational entity to a new business structure. The program provided the necessary tools and context to strengthen management skills, preparing the team to navigate the challenges of this new landscape with greater autonomy, awareness, and proactivity. This has helped foster a more agile leadership style, ready to embrace innovation.