Inside the company, people know what should change.
But those who have tried often end up back where they started.

A generational succession is under way

Leadership is moving to a new generation: roles, delegation and the relationships between those who have led the company so far, those who will lead it, and the managers and trusted people around them need redefining. It isn't just about delegation: it's a partnership between generations, built on trust, that makes the most of their differences, for a transition that ensures continuity for both the business and the family.

The company has grown, but its organisation hasn't evolved

Roles, responsibilities and processes are still those of a few years ago, and they're starting to feel tight.

People management is spread across several roles

People have no point of reference, and every issue ends up on the owner's or the accounts office's desk. The company needs an HR function that takes care of them and builds a sense of belonging.

The sales team isn't performing as well as it could, and there's room to grow

The starting points are how it's organised, who leads it, how targets are set. And which tools people are given.

You need to choose the right person for a key role

A search where the person, the role and the setting they'll work in all matter.

Managers are being asked to step up

New responsibilities, new delegation and new behaviours more closely aligned with the strategy: one-to-one work with key people is often where change starts.

The company must comply with the EU pay transparency directive

Clear, comparable and explainable pay criteria: work on roles, appraisal and pay policies, before it is a compliance exercise.

A sounding board

An outside person you can trust, to bring choices into focus with before deciding, with no internal position to defend.

Clarity on identity and values

Building together a vision of value, shared by those who lead and those who work: what the company wants to be. The other choices start from there.

Choices without haste

Deciding quickly, but not in a hurry: taking the time it needs, without losing any to putting things off.

Choosing

Understanding who fits a role and a setting, across every function of the company.

Leading

Giving everyone clear goals, trust and feedback on their work. That's how accountability grows: people who feel responsible for the result and put commitment, dedication and heart into it.

Developing

Coaching and hands-on support for those who lead and those in the field. Being in charge and knowing how to lead are two different worlds.

Organisational change projects

Making change a habit takes consistency: that's why projects usually last one to three years. They take place alongside the owners and the leadership team, on a fractional basis: four to eight days a month, not a full-time assignment, but the responsibility I feel for the results is.

Typically for companies with revenues of €10 million and above.

Key-role search

Headhunting on the company's behalf: executives, heads of function, sales profiles. From defining the profile to interviews and candidate assessment, through to onboarding.

Training for salespeople

Within companies I cover some specific training topics, but if your salespeople need a structured programme, I refer them to the Sales Excellence Academy, where I teach the modules on negotiation, time management and after-sales.

We get to know each other

A first conversation, with no commitment and no cost, where you tell me about the situation and the goal, so we can work out together whether and how I can help.

We define the project

Areas of work, days, calendar and expected results, set out in a clear proposal.

I work in the company

Four to eight days a month, on site and remotely. First and foremost I work with my own tools: listening, one-to-one coaching with key people, structured interviews, assessment and objective-setting systems. I help owners and managers make the uncomfortable decisions too, without leaving them half done. I then take part in management and departmental meetings, to follow closely how the change is progressing.

TEDxVicenza

A fantastic team of volunteers, with a strong sense of belonging and a drive to bring innovation to the stage. I also suggested the theme of the fourth edition: “From me to we”.

Mind4Children

A University of Padua spin-off led by Professor Daniela Lucangeli, full professor of Developmental and Educational Psychology. The projects delivered to companies focus on learning and change.

No Sepsi Foundation

I am a founding member of this foundation, set up in Vicenza as Italy's first non-profit dedicated to sepsis: it raises public awareness, trains healthcare staff and supports scientific research.

You're a psychologist: do you work with people as in therapy?

No. I'm a work and organisational psychologist: my field is roles, decisions, selection and people development within a company, not therapy. Of course I observe behaviours and analyse them: if they work against the project, I step in to improve them, because much of a company's success depends on the relationships between its people.

How is this different from an interim manager?

I don't join the organisation chart full time: I work four to eight days a month, alongside the owners and the leadership team. The decisions remain yours: I help you make them and see them through. Although I'm not on the organisation chart, I act like someone who is: I feel responsible for the results too.

Who do you work with in the company: only the top, or the staff too?

I always start at the top, to understand its style and values. Then I work with the managers and key people involved in the change, through one-to-one meetings and coaching. In HR projects I talk to people at every level: I take off the jacket and put on safety shoes, because change happens in every department.

Do you work with companies below €10 million in revenue?

I don't rule it out. Working together makes sense when there is a significant growth project, already under way or still to be built, and above all a strong commitment from the owners to carry it forward.

Do you work on site or remotely? What if the company is far away?

Both. I spend the most important days in the company, and some activities can also be carried out remotely. I travel wherever needed, across Italy, EMEA, the USA and South America: for companies further away I schedule on-site days back to back, to concentrate the work and keep travel to a minimum.

How is confidentiality handled?

Everything that comes up during the work stays confidential. That's why company names don't appear in the projects published on this website.

Do you also work with competing companies?

Confidentiality is always guaranteed. So far no client has asked me for sector exclusivity, but if it matters to you we can discuss it and include it in the contract.

What if, after the first few months, we realise it isn't working?

The engagement can be ended, usually with 30 days' notice.