Interview
Five questions to the CEO.
A conversation about the choices that built the group and the ones that will keep it standing.
What is the vision that drives the group?
Helping companies become references in their sector, starting from data rather than intuition. We do not sell consulting: we build growth paths that someone then has to execute, and we often execute them alongside the client. Competitive advantage today lies in how fast you adapt, not in how big you are.
Which problems are brought to you most often?
Digital transformation, international growth, processes that no longer hold the size of the company. Almost always the founder already knows something has to change: what is missing is the order of the moves. Our work starts there, with a clear sequence and someone accountable for each step.
What role does artificial intelligence play in your work?
Central, but not in the way it is usually discussed. We use it to analyse markets, to personalise client relationships and to take repetitive work off people's shoulders. The value is not in the technology itself: it is in the process the technology makes possible. An agent working well on a badly written process is worth nothing.
What would you advise those looking to grow in foreign markets?
Study the country before the product. Local rules, buying habits, who the competitors on the ground really are. Then a written entry strategy, partners chosen with judgement and a structure you can correct as you go. Those who export their own organisation without adapting it usually come back after eighteen months.
How do you see the next few years?
As a period in which the distance between those who use technology well and those who merely endure it will become impossible to close. It is not an original forecast, but it is what we see in our clients' numbers. We will keep investing in people's skills and in the tools we build in house, because that is the only way to stay useful.