Almost a decade at Interbrand taught me how strategy creates value only when it changes decisions.
My work gradually evolved from brand consulting into client leadership and business growth — helping organisations grow through clearer thinking, stronger relationships and better commercial outcomes.
There are countless examples.
Products.
Politics.
Football.
Food.
Cities…
A few are enough. I've always been curious about how brands shape the way people think, choose and behave — whether in business, sport or culture. Those patterns often explain why some organisations stay relevant while others don't.
Turning complexity into clear decisions.
My fascination with branding didn't start in a boardroom. It started with noticing how anything around us — a city, a street, a place I'd never been to — already tells a story before anyone tries to shape it. Companies aren't that different. Every organisation tells a story. The interesting part is making sure that story creates value.
Over almost a decade at Interbrand, my role evolved from strategy projects into client leadership and business development. Working with senior stakeholders taught me that good strategy isn't about having the smartest idea — it's about helping people make better decisions together.
I'm still learning. That's exactly what motivates me. I enjoy complex environments, ambitious teams and the challenge of turning strategic thinking into measurable business results.
Strategy only matters when it moves the business.
Working principleA business-first approach to brand — commercial judgment, senior relationships and structured execution, increasingly augmented by AI.
Connecting strategy to revenue and measurable outcomes, keeping the business case front and centre.
Building and holding senior, C-level relationships through clarity, trust and negotiation.
Analytical rigor and structured execution, using AI to sharpen thinking, speed and quality.
The core of my journey — leading complex engagements, senior stakeholders and business impact, with a €5M+ personal contribution in recent years.
Early, specialist-level exposure to media and entertainment — content, audience engagement and execution.
Founded and led a mobile discovery platform for local venues and events, from product strategy to partnerships, community and go-to-market — before Interbrand.
A look inside my journey alongside some of the world's most successful global brands.
Six years turning one of the world's most exclusive brands into a lifestyle ecosystem — without diluting a single degree of its core.
From strategy to street: a new identity for a historic club, brought to life for fans — not just on paper.
The bridge between Seoul and Milan — keeping one brand globally consistent and locally relevant.
Orchestrating 10+ business units and 20+ executives across four countries into one coherent brand.
Extending a global insurer's brand beyond insurance — Olympic scale, Interbrand's global network.
Not just the deliverable — the process, the rooms and the decisions behind it.
Notes on brand, business and culture — plus published recognition.
A real case study — the Invicta turnaround, work carried out by Interbrand — is featured among the classic examples in Philip Kotler's Marketing Management.
Invicta went from a generational icon (the "Jolly" backpack) to near-collapse, then rebuilt itself through strategic repositioning and brand equity — a textbook example, cited by Kotler, of how a mature brand can escape decline.
"Listen to the consumer — needs change, and a company must evolve beyond its original hit."
The crisis (1990s–early 2000s). Born making military bags and turned into an '80s–'90s icon with the "Jolly" backpack, Invicta declined sharply at the turn of the millennium — a case of marketing myopia, failing to adapt the product to new needs and losing ground to more dynamic competitors.
The turnaround. Interbrand rebuilt the brand on repositioning and brand equity: extending from a purely school-age target to a broader urban, lifestyle audience; shifting from selling objects to selling values (adventure, travel, heritage) — Kotler & Keller's augmented product; and moving from traditional promotion to relationship marketing that re-engaged stakeholders to rebuild trust.
The lessons. Listen to the consumer — needs change, and a company must evolve beyond its original hit. Manage the product life-cycle — repositioning can rejuvenate a mature brand before terminal decline. And protect brand equity — the emotional attachment to the name turned nostalgia into a strategic lever for new audiences.
Perché il tuo business non cresce — e perché il marketing, da solo, non ti salverà.
"Da quasi dieci anni faccio un mestiere che a cena devo spiegare due volte. La versione breve: aiuto le aziende a capire chi sono, cosa le rende davvero diverse, e a farlo vivere alle persone — in ogni prodotto, messaggio ed esperienza. La versione lunga richiede solitamente un'altra bottiglia."
A city doesn't need deep history to build deep identity. With vision, design and partnerships, place becomes brand.
Read the full note on LinkedIn ↗
A reflection on brand narrative and legitimacy — what happens when a consistent story earns more trust than fragmented truth.
Read the full note on LinkedIn ↗
Notes on Interbrand's Best Global Brands 26th edition — the definitive ranking of the world's 100 most valuable brands.
Read the full note on LinkedIn ↗Vuoi ricevere l'essay completo, o raccontarmi il problema sbagliato che stai risolvendo con grande determinazione? Scrivimi qui — rispondo sempre.
Molteni, Strauss, CDP, KKR, Sisal, Edison, Jardine Matheson and Moleskine — among further engagements under NDA.
Let's build something.
