Tonio Montebello, a sociology and communications graduate from the University of Malta and an MBA graduate from Maastricht School of Management, the Netherlands, in General and Strategic Management, has served in senior management positions both in the private and public sectors, both locally and abroad. Mr Montebello started his career in a local import and distribution company engaged in the catering industry. In 1999, he joined Mediterranean Aviation Company Ltd initially as a Purchasing Officer, eventually moving on to managing various projects in Libya. In 2006 he briefly joined a Libyan company as General Manager and in 2007 he joined the Employment and Training Corporation (ETC, Malta’s public employment service) as Manager – Marketing and Customer Care. During his tenure at ETC, Mr Montebello moved on to the post of Department Manager – Employers Services, and finally to Head of Division – Employability. He then joined Wasteserv Malta Ltd as Chief Executive Officer in January 2014.
Education
Maastricht School of Management
Master of Business Administration (MBA), General and Strategic Management
1999 – 2002
University of Malta
Bachelor of Arts (B.A.), Sociology and Communications
1995 – 1999
Experience
January 2014 to date: Chief Executive Officer – Wasteserv Malta Ltd.
Wasteserv Malta Ltd is government owned and organizes, manages and operates integrated systems for waste management, including systems for minimization, collection, transport, sorting, reuse, utilization, recycling, treatment and disposal of solid and hazardous waste. The company also operates integrated systems for export of waste to destinations outside the Maltese islands.
January 2013 to December 2013: Head of Division - Employability with ETC Malta (Employment and Training Corporation).
This headship position reports directly to CEO. My remit included: Employers' Services Department; the Jobseekers Advisory Services Department (responsible for all services related to jobseekers as well as the Malta EURES office [EURES is the European Employment Service]); the Schemes Coordination Unit (responsible for work exposure schemes – Work Trial Scheme and the Community Work Scheme); the Skills and Training Center (responsible for the coordination of all of ETC's training programs); and Gozo and Northern Malta (this is the department responsible for providing ETC services in Gozo and in Northern Malta).
The European Commission had spearheaded the much-awaited overhaul of the EURES services and I was appointed as the Malta representative on this challenging project. In this role, I also represented Malta in various EU forums that relate to employment or migration.
I was also a member on the Malta Enterprise Startup Council committee representing ETC. This committee met regularly to discuss ways in which we (various government entities) could make starting a business in Malta easier and better.
January 2012 to December 2012: Department Manager – Employers’ Services with ETC Malta (Employment and Training Corporation).
The remit for this role included four main units: the Employment Licensing Unit (work permits for non-EU nationals); the Parastatal Unit (recruitment of staff within government organizations); the Vacancy Profiling Unit which assists employers in filling their vacancies; and the Evaluation Unit, which evaluates applications from employers for EU funded schemes.
My first challenge was a cultural change in that I wanted to instill a culture that is receptive to employers’ needs. One that does not hide behind policies and procedures but rather a culture that is willing to find solutions in a proactive manner that meets the needs of employers. I therefore embarked on creating the “Employers Direct” – a one-stop-shop concept for the provision of ETC’s services through a system of Key Account Executives responsible for selected industries.
August 2007 to December 2011: Manager – Marketing, Communications and Customer Care with ETC Malta (Employment and Training Corporation).
ETC is the Public Employment Service in Malta. My role included the co-ordination of all the marketing activities undertaken by the Corporation. These included the marketing campaigns funded by the European Social Funds (ESF) as well as ad hoc marketing activities as required by the corporation. My role also encompassed the corporation’s public relations. I also assisted in the organization of various conferences and events as well as the preparation for visits by various VIPs.
Under my remit was also the corporation’s call center – which I changed from a simple reception to a call center – assisting clients rather than simply transferring calls. I was also responsible for launching the corporation’s new website and I was also the project manager on an EU funded project – a €1.3M social marketing campaign to encourage greater female participation in the labor market as well as to encourage employers offer more family friendly working conditions. Particular to this project, I participated in high-level bilateral meetings.
September 2006 to June 2007: General Manager of Vinker Libya.
Vinker Libya was conceived in August 2006 and was engaged in overhaul, repair and maintenance services on various types of machinery, including special purpose trucks, earth moving equipment and generator sets. The company was based in Tripoli, Libya, and its client base included various oil companies as well as government entities.
My main contribution to the organization was securing the agency for Perkins for the Libyan market and bringing the company in line with Perkins’ stringent conditions by creating and implementing various programs and policies. Perkins (which now falls under Caterpillar) boasts of a one-fifth market share worldwide in the industrial engine segment.
June 1999 to August 2006: Medavia (Mediterranean Avaition) Company Ltd – a company engaged in aircraft maintenance, charters and commercial services – as an Administrator / Project Manager in the Purchasing Department.
My role with Medavia initially entailed the procurement of aviation spares for the organisation’s own aircraft and third party aircraft being maintained by the same organisation.
I gradually moved on to the procurement of non-aviation items and services for the organisation’s customers based mainly in Tripoli, Libya. This included dealing with an extremely vast array of items and services. I was responsible for the whole process – from understanding client requirements, purchasing the items, shipping and logistics up to client and ensuring payment – depending on terms. This meant meeting the customers, understanding their requirements and ensuring that the items supplied or services rendered met or exceeded their expectations.
During my employment with Medavia, I was also directly responsible and personally accountable for handling small to medium sized projects within Tripoli. This aspect of the job in particular entailed numerous trips to Tripoli where I gained an in-depth knowledge of the Libyan culture, an understanding of the ways of doing business and a working knowledge of the Arabic language.
Areas of Expertise
Waste management.
Project management including complex international logistics.
An in-depth knowledge of doing business in Libya, including a working knowledge of the Arabic language and Libyan dialect.
What have been the main lessons you have learned in your career and how do you implement them in your management?
The most important lesson is centered around people. You are only as good as the people around you. To quote an extract from the book “Good to Great” by Jim Collins, “…first get the right people on the bus, the wrong people off the bus and the right people in the right seats – and then figure out where to drive it. The old adage ‘people are your most important asset’ turns out to be wrong. People are not your most important asset. The right people are.”
Mentors
I am lucky to be able to tap into the knowledge of many different people hailing from various industries.
