Lamprelltimes sat down with Edoardo Martinelli, Lamprell’s new Chief Operating Officer, to talk about his vision for operations, his international experience, and what lies ahead for the company. With nearly 20 years of experience in the energy sector, including senior roles at Saipem and Kuwait Petroleum Company, Edoardo brings deep expertise in offshore delivery, complex project execution, and operational leadership. As Lamprell strengthens its project delivery model and expands its onshore EPC footprint, Edoardo’s leadership will be key in shaping the next phase of growth.
You’ve joined Lamprell at a time of strong operational momentum. What were your first impressions of the company, and what drew you to the role?
Edoardo: I’ve been genuinely impressed by Lamprell’s transformation over the past couple of years. Since the delisting, the company has rebuilt itself with a sharper focus, stronger leadership, and clear strategic direction. Ian is a strong and decisive leader, and it was obvious to me from the outset that this was a company on the rise, not just in words but in action. Another thing that stood out to me was the number of long-serving employees still here. It says a lot about the company culture and the loyalty it inspires. You don’t see that very often — it’s clear Lamprell looks after its people. The industry feedback was also very positive; people were telling me that Lamprell was becoming a place where things were happening. The backing of the Algihaz Group, particularly with the long-term opportunities in KSA, was another strong factor. It’s a rare chance to be part of a company that’s reinventing itself with such ambition and momentum.
You’ve led large-scale projects across Europe, the Middle East and Asia. How will that experience shape your approach to operations at Lamprell?
Edoardo: I’ve been fortunate to work on some very large and complex energy projects, from subsea infrastructures to fixed platforms. Many of these involved challenging schedules, multinational teams, and tough operating environments. What I’ve learnt over the years is that success doesn’t come from having a perfect plan; it comes from how you execute when things get tough. At Lamprell, I want to bring that mindset: plan thoroughly, communicate clearly, and always be ready to adapt. Operational and financial discipline, risk visibility, and strong leadership at all levels — those are the things that turn a good project into a great one. I also want to promote a positive and serene working environment where people feel safe and happy to come to work in the morning, as they contribute to great things alongside great colleagues.
There’s a clear strategic focus on expanding Lamprell’s onshore EPC division. What are your priorities in helping to scale this part of the business?
Edoardo: We’ve brought in a very capable team under Massimo De Camillis, who has decades of experience in major onshore EPC projects. Massimo has led some of the largest projects in the sector, and he’s handpicked a group of people who bring deep technical expertise and real-world project delivery know-how. My role is to support this team by creating the right operational structure, removing barriers, and ensuring we scale with discipline. The foundations are there; now it’s about execution, reputation, and delivering early wins that demonstrate what Lamprell can do onshore.
Lamprell has a strong project pipeline across oil and gas and renewables. How are you approaching operational readiness across such diverse scopes?
Edoardo: The key is to understand what’s truly different and what isn’t. Whether you’re delivering a jacket for an oil and gas project or a transition piece for offshore wind, you need the same core capabilities: engineering, procurement, fabrication, welding, quality control, and a safety-first mindset, to name a few. The final product might change, the client’s expectations might differ, but the operational backbone is the same. We’ve built strong cross-functional teams that can transfer lessons between sectors, and that’s a huge advantage.
You’ve worked with major operators and EPC contractors. How important is client engagement in achieving operational excellence?
Edoardo: Client engagement and trust are everything. You can have the best systems in the world, but if you’re not aligned with your client and understand their risks and concerns, you won’t deliver. You build that trust not just by delivering on time, but by being transparent when things go wrong and solving problems together. And yes, I’m Italian, and we don’t shy away from a conversation. I believe in building genuine, human relationships with clients. That’s when the real collaboration starts.
As COO, what are the key capabilities you believe Lamprell needs to further strengthen to compete and grow in today’s market?
Edoardo: Technology is a big one. We’re already moving in the right direction; for example, introducing robotic blasting and painting units to enhance safety and productivity in the yard. We’re also talking to top consultants to build on our existing AI and digital initiatives, taking them to the next level to optimise everything from planning to procurement and final delivery. This isn’t just about keeping up; it’s about staying ahead of the game. If we get this right, it will allow us to scale faster, bid smarter, and deliver more predictably across all business units.
Another important area is increasing local content in Saudi Arabia. As we strengthen our presence in the Kingdom, we’re aligning closely with Aramco’s objectives and Vision 2030 by building local capability and ensuring we can support national goals as a reliable long-term partner.
Lamprell has welcomed several Italians recently. Is it starting to feel like a second Rome in the office? What’s the team dynamic been like with this growing Italian contingent?
Edoardo: Let’s just say the espresso machine is working overtime! It’s true, there’s a bit more Italian being spoken in the corridors these days. But in all seriousness, the team dynamic is excellent. The Italians who have joined bring great experience, but what I like most is that we’re all integrating well into Lamprell’s broader culture. I’d also add that one of our real strengths is the diversity across the company. Key positions are held by professionals from a wide range of nationalities, and that kind of cultural exchange is a real asset as it brings new perspectives, fresh thinking, and helps us grow stronger as a business.
If you weren’t working in the energy industry, what do you think you’d be doing instead?
Edoardo: I think another interesting sector is pharma, but the thrill that contracting gives you when you walk out in the yard and see the physical realisation of your efforts has no equal. At the end of the day, we’re still playing with Lego like we did as kids, just a bit more complicated.
Pineapple on pizza — yes or no?
Edoardo: Let’s put it this way: it’s not illegal, but it should be.