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Analisi e strategie di Christian Nucibella su Digital Transformation, Omnichannel e Business Engineering. Visioni pragmatiche di un leader del digitale per affrontare le sfide dell'impresa moderna e scalare modelli di business complessi. THOUGHTS In this section, you'll find thoughts and reflections that have developed over the years as an entrepreneur and leader. Reflections and anecdotes, with a compelling narrative that focuses more on concepts than form. I hope they'll be useful to anyone experiencing similar situations. Christian Nucibella THE GENESIS OF THE METHOD: WHY CHOOSE SOMEONE WHO HAS ALREADY BEEN ON YOUR PATH From parts per million in the automotive industry to Google-style processes: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive advantage. It's complex, difficult to replicate, and made up of people: that's why it's unique. THE GENESIS OF THE METHOD: WHY CHOOSE SOMEONE WHO HAS ALREADY BEEN ON YOUR PATH From parts per million in the automotive industry to Google-style processes: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive advantage. It's complex, difficult to replicate, and made up of people: that's why it's unique. THE GENESIS OF THE METHOD: WHY CHOOSE SOMEONE WHO HAS ALREADY BEEN ON YOUR PATH From parts per million in the automotive industry to Google-style processes: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive advantage. It's complex, difficult to replicate, and made up of people: that's why it's unique. THE GENESIS OF THE METHOD: WHY CHOOSE SOMEONE WHO HAS ALREADY BEEN ON YOUR PATH From parts per million in the automotive industry to Google-style processes: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive advantage. It's complex, difficult to replicate, and made up of people: that's why it's unique. THE GENESIS OF THE METHOD: WHY CHOOSE SOMEONE WHO HAS ALREADY BEEN ON YOUR PATH From parts per million in the automotive industry to Google-style processes: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive advantage. It's complex, difficult to replicate, and made up of people: that's why it's unique. PILLAR ZERO: THE LEADER'S STRUCTURE A company is a reflection of its leader: there can be no balance in business without stability in one's personal life. Leadership isn't a matter of form, but of clear decision-making and critical presence. If the driver isn't centered, even the most powerful machine will go off track: learn to manage your inner balance to prevent personal chaos from becoming unsustainable corporate debt. ORGANIZATION IS STRATEGY...AND IF YOU DON'T CHANGE IT, YOU'RE DEAD From parts per million in the automotive industry to Google-style procedures, business is a complex interplay of elements that requires time, effort, and patience. If your company isn't scaling, stop looking at the market and look in the mirror: your organization is alive and well, and it's an exact reflection of your mindset. Perhaps it's time to "CONSCIOUSLY DELEGATE" to achieve your goals. THE SOLITUDE OF COMMAND: WHERE DIRECTION IS BORN Doing business often means inhabiting a space unseen by others. Between teamwork and the silence of final decisions, the entrepreneur's solitude isn't a limitation, but a strategic duty. A journey of intuition, speed, and the system of values capable of transforming a solitary vision into collective success. Edit THE NUCIBELLA METHOD: PROTECT THE ALCHEMY, GUIDE THE CLIMB. Protecting the alchemy and guiding the climb: these are the pillars of the Nucibella Method. From codifying the company's DNA to securing governance, a concrete approach far removed from consultants' slides, designed to put the entrepreneur back at the center of every equity transaction. Edit TRAVEL COMPANIONS: THE MEMBERS' CHOICE (PART 2) Choosing the right travel companions means focusing on trust, shared goals, and synergy. The people who accompany you can make the difference, bringing added value to your experience and your business. TRAVEL COMPANIONS: THE MEMBERS' CHOICE (PART 1) Should you start a business alone or with partners? With whom and why? There are criteria for reaching agreement even in difficult times, beyond legal contracts. HOW TO MAKE EXPRESS A TALENT AT BEST? The focus is on the principles of delegation, comparison, slowing down to then go faster and dialogue between generations to avoid wasted talent. Edit DISCOVER TALENTS For me, organization is the competitive edge, a living system that we nurture by discovering and delegating talent. I drew inspiration from Silicon Valley and team sports, seeking out people with the right attitude to build a relevant company. Edit KNOWING HOW TO LISTEN (PART 2: LEADERSHIP) Over time, I've come to understand that listening is, above all, about delegation and a key leadership tool. When turnover exploded, I had to slow down to realign the team. Today, my warning is for young people: failure to listen to the "old" is the main cause of wasted talent. KNOWING HOW TO LISTEN (PART 1: THE ORIGINS) At the start of FiloBlu, I had to listen to my instincts and ignore the opposing opinions. I learned by studying the giants and realizing that e-commerce required retail, not just tech. It was a turning point that forced us to quickly change course, challenging internal dogmas. MAKE SOMETHING BEING ABLE TO CHOOSE My entrepreneurial journey began with the desire to create a strategically organized company, using the internet as its cornerstone. Mobile insight gave me the idea for FiloBlu. Today, the real achievement is the ability to choose your projects, but to realize them requires method, a team, and the perseverance of those who never give up. Edit

La Holding di Famiglia di Christian Nucibella e Katia Simionato. Advisory strategica d'élite, ingegneria del digitale e investimenti in equity per scalare business complessi. WELCOME TO OUR SECRET KONTAINER Come in. Confess your governance concerns for sustainable growth. Here, your truth is safe, and so is your business. AMPLIFY GOOD IDEAS MAKING A DIFFERENCE MAKING A DIFFERENCE YOUR LEADERSHIP IS THE ONLY BRAND. We don't put lipstick on your LinkedIn. We amplify your entrepreneurial truth. We use your channels (and ours) to position you as the authority deciding the company's future, not as someone subject to the market or events. Concrete methods, surgical formats, concrete results, visible in the insights. NO CROWDS. JUST A REAL TARGET. We don't need mass noise. We're allergic to bots and inflated metrics. We use our targeted communities to connect you directly with your target audience, ensuring every follower counts for ten. We don't engage for the sake of making noise. We do it for the data that informs your strategy. ANTI-ERROR ADVISORY: THE NUCIBELLA METHOD. We've made many mistakes. We've sometimes lost control. We've learned. We don't sell you growth, we sell you the truth. We give you the Method for sustainable growth, preparing the organization for scale, choosing the right partner, and securing governance. Our goal? To keep you from selling your soul and losing your smile. EQUITY: COMRADES IN BATTLE. When we invest, we're inside. We're not financial partners pushing for a quick exit: we're your firewall at the meeting. You decide when and how we exit, not the market or the Fund. We build the future alongside you, cultivating your goals. EQUITY: COMRADES IN BATTLE. When we invest, we're inside. We're not financial partners pushing for a quick exit: we're your firewall at the meeting. You decide when and how we exit, not the market or the Fund. We build the future alongside you, cultivating your goals. A constantly updated window on our latest news, unfiltered. Follow our Instagram and LinkedIn pages for direct communication: become an active member of our community. BIG PICTURE, EASY WAY Carica altro KEEP IN TOUCH KEEP IN TOUCH! Do you have a concern about your governance? A potential partner or associate you're unsure about? Have an idea that needs a different perspective before it can be expanded? Contact us. Name* E-mail* Write a message Submit WHERE WE ARE Forget the sterile meeting rooms and cafes of conventional offices, dressed in suits and ties. Our physical space is called K.NON HANGAR : it's a hub where design , synergies , and relationships blend in a totally private and familiar atmosphere. It's the place where ideas are stripped of corporate filters to become real projects . A safe place for authentic relationships and courageous decisions. Come visit us if you're looking for a serious, yet down-to-earth discussion. The atmosphere is relaxed. The strategy is not. VENICE Via L. Perosi, 3/5 - 30030 Pianiga (VE) MILAN Piazza San Carlo - Cathedral - 20122 Milan (MI)

Affianchiamo imprenditori e startup attraverso un modello unico di Advisory Strategica ed Equity. Scopri il metodo KNTNR per scalare il tuo business. THOUGHTS In this section, you'll find thoughts and reflections that have developed over the years as an entrepreneur and leader. Reflections and anecdotes, with a compelling narrative that focuses more on concepts than form. I hope they'll be useful to anyone experiencing similar situations. Christian Nucibella Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Targer Aumento Engagement Rate su Contenuti di Campagna Crescita grazie alle Community in Target di proprietà Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Crescita grazie alle Community in Target di proprietà Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Crescita grazie alle Community in Target di proprietà Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Advisory, Crescita della Community e aumento dell'Engagement Rate Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Targer Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Advisory, Positioning, Personal Branding, Communication, Club Crescita grazie alle Community in Target di proprietà, Ingaggio Followers Aumento Engagement Rate Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Ingaggio delle Community in Target di proprietà Aumento Engagement Rate su Contenuti di Campagna Advisory, Crescita della Community e aumento dell'Engagement Rate Testiamo le soluzioni sulle nostre pagine prima di renderle disponibili Testiamo le soluzioni sulle nostre pagine prima di renderle disponibili

Scopri il Metodo Nucibella: l'esperienza di un imprenditore e sparring partner per scalare la tua azienda, ottimizzare la governance e delegare con serenità. The genesis of the method: why choose someone who has already walked your path? From parts per million in the automotive industry to Google-style #procedures: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive differentiator . It's complex, difficult to replicate, and made up of people: that's why it's unique. The undertaking is an interlocking of pieces that requires time, effort and patience. If your company is struggling to scale, don't just look at external factors: often the obstacle—and the solution—lie within your own doors. After all, your organization is a reflection of your mindset. My role is to help you build a strong team, with the right rules of engagement to "DELEGATE CONSCIOUSLY", giving you peace of mind about strategic choices. I was born as a mechanical engineer who understands what it means to make production, but above all I am an entrepreneur who has experienced the same challenges as you: investments, managing teams, opening new markets and the positive and negative cycles of corporate life. I started in the rigorous automotive industry, managing systems to the highest standards , and then applied that precision to management consulting . But my true training came by "getting my hands dirty": building complex digital realities, combining Silicon Valley theory with the discipline of competitive sport, my great passion. At 38, I created a leading e-commerce company, transformed it into a joint-stock company, and negotiated with major international funds. I learned to manage shareholder exits and acquisitions; I experienced the thrill of achieving goals and the bitterness of seeing one's work jeopardized by flawed delegations or financial logic incapable of understanding the value of innovation and talent. The Nucibella Method was born here: from the desire to #protect the value that every entrepreneur labors to create, avoiding the mistakes I myself made and adding a strategic organizational #vision to scale. Understanding production, protecting the entrepreneur, freeing energy. Organization as breathing space, not as a limit Often, a company is a series of separate silos that don't communicate. I think of it as an engine that needs to run smoothly. I help companies become "horizontal," agile, and fast, eliminating bureaucracy and obstacles to strengthen measurable skills and responsibilities. I use Business Intelligence not to complicate matters, but to provide a simple dashboard that allows you to make informed decisions. When the company plans and breathes, you stop chasing emergencies and start leading again. The Sparring Partner: Your Most Sincere Ally The traditional counselor often simply tells you what you want to hear. I prefer to be your sparring partner. The one who helps you improve because he knows the hardship of the ring, but fights with you, not against you . At KNTNR, we don't want to teach you the trade—you know it better than anyone—but we want to train you to overcome the challenge of scalability . We offer you that #honest, sometimes uncomfortable but always #constructive, truth that only those who have already fought your war can give you. We don't sell time: we're here because we care about making your business work, with the agility of those who care about substance and results. A safe guide to the world of finance. As you grow, you may find yourself choosing a new partner. Entering the world of funds can be scary because it's complex. Having experienced both the success of an award-winning exit and the dark side of aggressive financial management, I know how to interpret these dynamics. I'm critical of funds, but with the right rules of engagement, they can become valuable allies. My goal is to protect you and your vision by building solid governance that allows you to open the doors to new capital from a position of strength, while keeping the soul of your company intact. Let's build your next climbing rig together. At KNTNR we don't sell slide packages and we're not for everyone. We are entrepreneurs alongside entrepreneurs and CEOs who sometimes invest in companies. We offer a safe haven and a concrete method for growing without being overwhelmed by slow and inadequate governance. We're here to give you the peace of mind that comes from knowing your "machine" is perfectly tuned to run, but it must continue to improve to face new challenges. If you're looking for someone who understands your sleepless nights and unconventional choices, who respects your history and looks not just at monthly EBITDA but at your real growth, then welcome to the Secret Container . Together, we will transform complexity into a successful strategy. Author - Christian Nucibella WhatsApp Copy link

Christian Nucibella analizza come l'ego dell'imprenditore diventi un limite alla scalabilità. Strategie di Business Engineering per liberare il potenziale dell'impresa. The genesis of the method: why choose someone who has already walked your path? From parts per million in the automotive industry to Google-style #procedures: ever since my thesis on business excellence models, in my mind, organization has always been the true competitive differentiator . It's complex, difficult to replicate, and made up of people: that's why it's unique. The undertaking is an interlocking of pieces that requires time, effort and patience. If your company is struggling to scale, don't just look at external factors: often the obstacle—and the solution—lie within your own doors. After all, your organization is a reflection of your mindset. My role is to help you build a strong team, with the right rules of engagement to "DELEGATE CONSCIOUSLY", giving you peace of mind about strategic choices. Organization as breathing space, not as a limit I was born as a mechanical engineer who understands what it means to make production, but above all I am an entrepreneur who has experienced the same challenges as you: investments, managing teams, opening new markets and the positive and negative cycles of corporate life. I started in the rigorous automotive industry, managing systems to the highest standards , and then applied that precision to management consulting . But my true training came by "getting my hands dirty": building complex digital realities, combining Silicon Valley theory with the discipline of competitive sport, my great passion. At 38, I created a leading e-commerce company, transformed it into a joint-stock company, and negotiated with major international funds. I learned to manage shareholder exits and acquisitions; I experienced the thrill of achieving goals and the bitterness of seeing one's work jeopardized by flawed delegations or financial logic incapable of understanding the value of innovation and talent. The Nucibella Method was born here: from the desire to #protect the value that every entrepreneur labors to create, avoiding the mistakes I myself made and adding a strategic organizational #vision to scale. Understanding production, protecting the entrepreneur, freeing energy. Organization as breathing space, not as a limit Often, a company is a series of separate silos that don't communicate. I think of it as an engine that needs to run smoothly. I help companies become "horizontal," agile, and fast, eliminating bureaucracy and obstacles to strengthen measurable skills and responsibilities. I use Business Intelligence not to complicate matters, but to provide a simple dashboard that allows you to make informed decisions. When the company plans and breathes, you stop chasing emergencies and start leading again. Organization as breathing space, not as a limit Often, a company is a series of separate silos that don't communicate. I think of it as an engine that needs to run smoothly. I help companies become "horizontal," agile, and fast, eliminating bureaucracy and obstacles to strengthen measurable skills and responsibilities. I use Business Intelligence not to complicate matters, but to provide a simple dashboard that allows you to make informed decisions. When the company plans and breathes, you stop chasing emergencies and start leading again. The Sparring Partner: Your Most Sincere Ally The traditional counselor often simply tells you what you want to hear. I prefer to be your sparring partner. The one who helps you improve because he knows the hardship of the ring, but fights with you, not against you . At KNTNR, we don't want to teach you the trade—you know it better than anyone—but we want to train you to overcome the challenge of scalability . We offer you that #honest, sometimes uncomfortable but always #constructive, truth that only those who have already fought your war can give you. We don't sell time: we're here because we care about making your business work, with the agility of those who care about substance and results. A safe guide to the world of finance. As you grow, you may find yourself choosing a new partner. Entering the world of funds can be scary because it's complex. Having experienced both the success of an award-winning exit and the dark side of aggressive financial management, I know how to interpret these dynamics. I'm critical of funds, but with the right rules of engagement, they can become valuable allies. My goal is to protect you and your vision by building solid governance that allows you to open the doors to new capital from a position of strength, while keeping the soul of your company intact. Let's build your next climbing rig together. At KNTNR we don't sell slide packages and we're not for everyone. We are entrepreneurs alongside entrepreneurs and CEOs who sometimes invest in companies. We offer a safe haven and a concrete method for growing without being overwhelmed by slow and inadequate governance. We're here to give you the peace of mind that comes from knowing your "machine" is perfectly tuned to run, but it must continue to improve to face new challenges. If you're looking for someone who understands your sleepless nights and unconventional choices, who respects your history and looks not just at monthly EBITDA but at your real growth, then welcome to the Secret Container . Together, we will transform complexity into a successful strategy. Author - Christian Nucibella WhatsApp Copy link

Proteggi la tua azienda con l'Advisory Anti-Errore di KNTNR. Grazie al Metodo Nucibella e alle nostre Community con follower organici in target, blindiamo la tua governance e amplifichiamo la tua leadership su Instagram e LinkedIn. Entra nel Secret Container To create something by being able to choose When I was young I racked my brains trying to make a project of my own , trying to prove to the world that I was capable of achieving something, an undertaking from scratch . To do this, at the time as a manager , I continued to improve, study, and explore what I could do without much financial resources, ignoring the mechanisms of fundraising, and, all in all, without having great relationships or even truly innovative product ideas. But one thing was quite clear to me: I wanted to create something of quality, where organization was a strategic element of my business. This kind of reasoning, combined with my desire to stay in Italy, led me to believe that, in some way, the #internet could be the key: I wouldn't have to buy large machinery, I could work from home, without a huge infrastructure, and, above all, I could reach anywhere in the world to sell any product or service. Ultimately, the basis of my reasoning was simple: find a business idea that would open as many doors as possible, that wouldn't close me off from any possibilities. The fun part was the opportunity to express my creativity, an aspect that was, after all, marginal in my day-to-day work. Choice, Leadership and Responsibility The search for a personal project While I was studying the Silicon Valley mentality, how Google was born, and the leadership of Steve Jobs, the announcement of the iPhone gave me the opportunity to see something that perhaps others hadn't yet clearly seen... at least here in Italy: a new sales and communication channel was being born, pocket-sized, accessible, always with you. From there, and from my attic with a wall full of post-its and notes, the idea was born to create an agency, Bluum , which would later be called FiloBlu (the genesis of the name is a long story with the usual nerd involved...), to create and manage digital catalogs, adding intelligence: online catalogs with a well-organized database of information behind them. From there, applying everything I had learned in the automotive sector, I began to develop this highly organized agency capable of providing a quality service that began to grow beyond all expectations with Marco, my first partner, who was returning from the USA . Years later, I must say I rarely reflect on these aspects of the company's genesis , on having created something without actually inventing anything new, simply by seeing the world my own way, in an original way, or at least different from others. I had a tremendous desire to emerge, a great determination, but all in all, I wasn't capable of conceiving a real product; more than anything, I was able to put myself at the service of others to show them new, unexplored possibilities, as I was already doing as a manager and administrator in the companies where I worked, alongside the entrepreneur. The value of choice and experience Today, however, after so many years, everyone asks me how I did it; many present their business ideas to me for evaluation and support, and I have to say, it's fantastic. They have the opposite problem: they have ideas but don't know how to develop them. I, on the other hand, don't have original ideas, or sometimes the will to develop them from scratch, but I know how to develop them. So, in reality, I sometimes don't realize how fortunate I am: to be able to choose my projects , to choose who to work with, to choose where to invest. Sometimes, in the past, I acted too lightheartedly, thinking that others were as professional, methodical, and determined as I am, and I made mistakes that I now tend not to make. Choosing your travel companion is crucial (another consideration worth exploring). I would like to underline a point of reflection that I believe is important: every now and then it is good to appreciate the good fortune of being able to #choose and recognize how much road is necessary to reach this possibility. Times have changed and today it is easier to find the answers to give birth to an idea and manage it, but paradoxically there is a strong risk of underestimating the #complexity of projects because the market is more complex today: the fact remains that then, in the end, to realize an idea, you need a method, you need to know how to build a team, you need to have great perseverance, the desire to get there even if you make mistakes, you need to have the will to dive headfirst into developing that idea, in short, a certain preparation and #leadership . The conquest of freedom and dreams Ultimately, this is my opinion: being able to choose is an achievement that required effort and dedication, and fortunately, there are fewer and fewer constraints that force me to do activities that are no longer the focus of my attention: on the one hand, I can delegate, on the other, I try to avoid them. I'm also happy to be available to help others develop an idea if there's a willingness to listen and a shared understanding of purpose. On the other hand, I've become very careful not to waste my time with those who don't want to work in a team, are self-centered, or assume they have all the answers a priori for a variety of reasons, sometimes without any concrete logic... but this too, as I said, is another chapter I'll address shortly. Today I talked about knowing how to achieve something and the possibility of being able to choose; perhaps another time we'll talk about the importance of knowing how to listen , of having the preparation and the right attitude to make your dreams come true. Author - Christian Nucibella Ultimately, this is my opinion: being able to choose is an achievement that required effort and dedication, and fortunately, there are fewer and fewer constraints that force me to do activities that are no longer the focus of my attention: on the one hand, I can delegate, on the other, I try to avoid them. I'm also happy to be available to help others develop an idea if there's a willingness to listen and a shared understanding of purpose. On the other hand, I've become very careful not to waste my time with those who don't want to work in a team, are self-centered, or assume they have all the answers a priori for a variety of reasons, sometimes without any concrete logic... but this too, as I said, is another chapter I'll address shortly. Today I talked about knowing how to achieve something and the possibility of being able to choose; perhaps another time we'll talk about the importance of knowing how to listen , of having the preparation and the right attitude to make your dreams come true. Author - Christian Nucibella WhatsApp Copy link

Saper ascoltare per delegare e crescere: Christian Nucibella analizza l'ascolto come pilastro della leadership, tra errori necessari, gestione dei talenti e visione. Knowing How to Listen (Parte 2: La leadership) Remember how I talked about the birth of the Retail division, which was so poorly received by the rest of the tech-nerd organization? I must say that over time, that new department has been enriched with many new features, new professional roles (I'd say invented from scratch, or almost), new skills, new working methods: In this case, "Knowing How to Listen" was synonymous with #delegate ; because, even if you observe every day that the operating methods of that part of the company aren't exactly as you imagined, you have to let them live because they work and are appreciated by customers (and, after years, even by the rest of the more established internal teams...). You simply have to stay attentive and listen to your managers' needs, intervening only in times of need or blockage. Thus, listening becomes a component of #leadership (at least in my opinion). I particularly remember a critical moment in our growth, around 100 people, when staff turnover suddenly exploded: I didn't understand, I was disappointed; they told me the cause was my utter inconsistency , as I was giving different answers to the same questions. I remember holding a meeting with the company's champions (and we actually then activated actual coaching sessions for team management and problem solving) to explain that the answers to the same questions couldn't be the same because it was necessary to contextualize: understand the situation, the size of the project, the interlocutor (was he a tech guy? A businessman? A finance guy?), know the budget, the maturity of the supporting project team, and so on... These were obvious aspects to me, having worked in sectors and companies of very different sizes and having studied the PMBOK and project management in depth, but, in reality, the issue wasn't at all obvious to most people. It was an extremely challenging time because I hadn't realized that the team, despite its highly organized committee, wasn't ready for the complexity of the increasingly larger projects that were coming. I slowed down the growth (as a competitive athlete, I must say it was extremely difficult for me to do so) to make people understand that, precisely, being the leader of your team required knowing how to manage a series of new aspects: it was important to bring everyone back on board within the company, as much as possible. "Knowing How to Listen" also means knowing how to discuss things with your teams to understand if we're all moving in the same direction at a sustainable "race pace," I would say , and to understand the potential difficulties. Delegate and trust the team Mistakes and awareness I can say that sometimes, I myself have listened very little in my choices, or rather, I have listened to everyone but then I have done my own thing (how many times have I heard "in the end you always do your own thing"). But, sometimes, the biggest mistakes have been made precisely because I was unable to "listen" to the moment , to understand that the decision needed to be weighed more carefully, and I was too quick in making decisions, not giving due weight to decisions that in reality would have proved very important (like... "come on, it's impossible for this to happen, it's marginal, we know how to manage it"... but then over time the balance, management, or the market changes and that thing costs you money, time, and effort to correct...). This is especially true when the issues to be addressed are increasingly complex and, obviously, for many reasons, you don't have all the elements needed to make the best choice. However, at a certain point you have to decide anyway and move forward (and... after a while, you no longer reconsider that choice, caught up in a thousand other priorities). Consequently, "Knowing How to Listen" turns out to be a method for making fewer mistakes and wasting less time and energy correcting them later (the famous 80-20 rule, or slowing down to go faster later). Because if you truly listen to your feelings, your values, or your trusted traveling companions (who may be opposing you at that precise moment), you understand that the situation isn't right, you need to stop and change course immediately, ultimately living better, with less stress. Over the years, I've learned to sleep on it and #procrastinate on certain decisions, even if it's not in my nature. The wasted talent I could cite an anecdote in closing. We were working with a large brand, a brand that could have been instrumental in making a further leap in the world of luxury in terms of positioning and size: we chose to pull the plug because its truly invasive way of working was splitting our organization. I think about it every now and then. At that point, I listened to my team, who were at their wits' end. But then, years later, a dear friend, the best retailer in Rome, asked me a question: "Why did you abandon that brand? They told me, you know... Christian isn't right... It's not right ! Why didn't you take the leap? The market was waiting for you; you could have been a benchmark in Italy and beyond." It killed me! He was telling me I didn't have the balls, and he was right because I actually had the ability (here's a case of "wasted talent"... but we'll get back to that shortly): I should have looked beyond that and figured out how to overcome that difficult moment for the team with new resources, to get into the "Champion League." And here we are, closing with perhaps the most important aspect of “Knowing How to Listen”. It's about talent: very often, young entrepreneurs and talented young people, in various fields, from sports to professions to manual skills, with great abilities and intelligence (at least on paper), listen very little; they're convinced they have all the answers just because they've proven to be a little better than average, but in reality, they haven't figured out what league they can compete in, and they don't know their true potential, and they don't fully exploit it. The invitation to talents This is the case, as I mentioned above, of " wasted talent ", one of the things that makes me saddest: not seeing the potential expressed to the fullest in a young person, in a team, in a team, in a company just because there is a lack of listening to experienced figures who perhaps seem a little slow and awkward but in reality are very advanced. It's okay for talent to make mistakes, but sometimes, a lack of listening prevents us from overcoming our limitations . Talent isn't enough to realize great ideas or achieve great results, and the real risk is that, over time, we lose motivation or lose our way. So the invitation to all talents is to "Know How to Listen" more to the "old" even if they are sometimes burdensome or incomprehensible, to try to understand that, just because they have different mechanisms for reasoning and acting, they are not so stupid after all and if they want to give "passionate and disinterested" advice there is a reason: perhaps because they have already experienced certain things and only want to help, even giving advice that apparently seems stupid or distant or requires a lot of effort to be current and consistent, but in the end is the salt of success in what you want to achieve. Author - Christian Nucibella WhatsApp Copy link

Christian Nucibella introduce il Pilastro Zero: l'assetto mentale e strategico del leader. La base dell'ingegneria del business per guidare la crescita. Pillar Zero: The Leader's Position I've experienced it firsthand. You may not realize it right away, but over time, if you lose your composure, sooner or later you'll make serious mistakes you'll regret. Worse still, in stressful situations at work, you won't have the peace of mind to make the right decisions at the right time, or out of exhaustion, you'll end up delegating, forced to trust collaborators and professionals, but without carefully monitoring and without being an active critical participant. To use a #metaphor, you can have built the perfect car, tuned by the best mechanics in the world, with a chassis that doesn't flex and an engine that screams power. But if the driver gets into the cockpit after three hours of sleep, if his mind is still on an argument from the night before, if he hasn't had the clarity to study every single curve of the track because he was distracted by the chaos of his own life, that car will never win. At best, it will go slowly. At worst, it will crash off the road on some braking point. The entrepreneur is the critical component of the entire system. Before governance, before scalability, comes the human structure. If you're not centered and balanced in your personal life, your disorder will become a corporate debt that you'll pay with very high interest. This is why balance is not an abstract concept from "work-life balance", but the Zero Pillar of my Method. As the years passed, as I matured, I've increasingly focused on the inner balance an entrepreneur must have, even outside of work. When I was younger, I considered it a matter of physical fitness, nutrition, and a regular lifestyle, but then I increasingly realized that the critical factors lie elsewhere: relationships, emotional balance, in short, the importance of a well-rounded, stable life. I don't see it as a question of morals or behavior, but rather of the serenity a leader and entrepreneur must maintain if they want to express themselves to their fullest potential. Because your business can't be focused if you aren't. The Clarity of Synthesis (Data Analysis Is Not Enough) The Nucibella Method requires you to "direct", and directing requires Vision . But how can you have #Vision if your mind is clouded by the background noise of your personal conflicts? #Leadership is, first of all, the ability to synthesize: knowing how to look at a thousand inputs and choose the only correct direction. If you're not centered, you won't make decisions based on strategy, but on your tiredness, your irritability, or your desire to quickly close the matter and run away. Personal balance isn't a reward after work, it's the fuel you need to make clear decisions. In this regard, I'd like to add a #reflection: how important is it to have someone by your side who knows you, who you trust, who can give you advice in a moment of difficulty? It may not be advice that goes into the technical merits of the issue, but it helps you have the right approach to the problem or evaluate the issue from above or better understand who you are dealing with. I remember an important moment last year, when, as President of one of the participating companies, I persisted in advising and helping those who were clearly going in the opposite direction. After months of suffering and fatigue in the field, Katia, my wife, intervened to support me: “But Christian, are these gentlemen still worth your time and support? Your health and your whole world are at stake now!” He was absolutely right, always open to discussion. He saw me frowning more and more day by day, and he showed me the way out to find my smile again and start focusing on projects and people who deserve my attention with renewed energy. Sometimes you need to unplug for a moment, reflect, change direction, and you don't have the courage to do it alone; while those who love you know what's best for you . Delegation as Freedom, not as Escape Molti imprenditori usano il lavoro come una trincea per non affrontare i problemi a casa, o viceversa. In entrambi i casi, l'azienda ne soffre. Invece chi è un buon imprenditore deve conoscere gli aspetti chiave del #management e imparare a “Delegare consapevolmente” — uno dei cardini di quello che insegno — non serve solo a far crescere la struttura, ma a restituirti lo spazio per essere un uomo completo. Solo un uomo risolto, che ha una vita privata solida e gratificante, può lasciare spazio ad altri talenti senza sentirsi minacciato. Se sei centrato, la delega è un atto di forza , l’hai preparata con cura e ti darà grandi soddisfazioni nel tempo; se sei costantemente nel caos, la delega è solo un necessità che equivale purtroppo a perdere il controllo: significa sopravvivere nel presente, ma riserverà quasi sicuramente delle brutte sorprese nel futuro. Self-criticism requires silence We said that excellent organization comes from the ability to question oneself. But self-criticism is a brutal exercise that requires mental silence and profound honesty. If your personal life is on fire, you'll never have the peace of mind to listen to the "fault signals" your company is sending you, to seek discussion, to retrace your steps, to reflect. You won't have the #patience—the Lego patience we were talking about—to listen to your collaborators or to understand why a process has stalled. Without personal balance, self-criticism becomes #blame, and dialogue instead becomes conflict, ups and downs that do not build the future on solid foundations. Conclusion: Assetto is a choice Dear entrepreneur, dear leader, you may continue to think that your personal life has nothing to do with your revenue. But the truth is that your company is a reflection of your #mentality. If you want an organization that runs fast, that is healthy and capable of evolving, you must first of all fine-tune the driver, with preparation and consistency. Giving yourself the attention you deserve isn't a waste of time or #selfishness: it's extraordinary maintenance on the most important component of your company: YOURSELF. Because you have to set an example; you're considered the role model, and therefore you're constantly being scrutinized as a leader and as a person. Stop, find your “permanent center of gravity,” study the path: sometimes it will take years to find the right balance and path, but it is an essential “zero” point. Only then will you be ready to "CONSCIOUSLY DELEGATE" and guide your symphony towards extraordinary results and focus with the right energy on defining the strategy to scale. Author - Christian Nucibella WhatsApp Copy link

Esplora come scegliere i soci ideali per il successo aziendale, con strategie innovative e accordi di partnership equity efficaci. Travel companions: the choice of members. Let me start by saying that this is a very delicate and complex topic on which I'm not a great expert. I've certainly had many partners , but I've also made a series of mistakes that I always promise myself I won't make when considering starting or joining a new company, but it's not that easy. What comforts me, or rather makes me ask many questions, is that companies and investment funds that are much more structured than I and my team still make mistakes about their partners, their travel companions, or their rules of engagement, which sometimes don't work for the company. Why does this happen? Below, I'll try to list a few rules that come to mind to try to make my small contribution to preventing partners from bickering or companies from being born without the legs and energy to run . It may have happened to you too: when you decide to start a new business, the shares are decided a bit haphazardly: you do this, you do that, we'll divide the shares this way... in this regard, the film The Social Network comes to mind, where #Zuckemberg decides the shares on the college couch without asking too many questions. RULE ONE: Never with an administrative manager - CFO. Often, when an accountant is involved, it's unclear why: perhaps because the other partners think their work is extremely complex and crucial to the company's success, their contribution ends up being overestimated, and consequently, so too does the allocation of their shares. But be careful: accountants usually don't have an entrepreneurial mindset, they're short on time, and, ultimately, you're deciding to award shares to someone whose services you could easily purchase cheaply. So here's a first rule I've given myself when I'm asked to join a company: if there's an accountant, a supposed CFO, or someone with an administrative role, alarm bells go off, and the siren goes off . This means the true value of the shareholders hasn't been understood and, more importantly, that the majority shareholder either lacks financial management expertise or will use the accountant as leverage. And this can almost certainly become a problem in the future, especially in relation to cash flow and financial sustainability. Now that I think about it, this dynamic is truly curious... After all, Zuckerberg also brought Eduardo Saverin, a financier and CFO with whom he later fell out, into the company. From what I've read, his role as a financier was crucial, at least initially, because it allowed the company to get off the ground by purchasing equipment and servers. His role as CFO, however, contributed much less, and the duality of being both a shareholder and a CFO generated confusion, sometimes jeopardizing the company's development due to a lack of understanding of the direction the company was taking and how it was getting there. Travel companions: the members' choice SECOND RULE: It's better to travel in company. A proverb comes to mind: in Veneto, they say, " there must be an odd number of partners, and in any case fewer than three ." I, however, think this is nonsense, because large businesses are born precisely thanks to multiple traveling companions. The Venetian formula of the sole man in command is that of the paròn, which almost always represents a particular style of #governance and often also limits growth, especially when the entrepreneur is unable to evolve and attract the right partners and managers to develop the company . Instead, on a trip undertaken as a group (not surprisingly, it's called that), one member may have the idea and the vision, another may provide the finances or sales force, and yet another may be responsible for implementing the project. If the team is truly engaged and feels the initiative is theirs, I believe the trip works much better. However, we must avoid haste and dedicate time to allocating shares , evaluating respective contributions, and above all, avoiding the mistake of imagining governance as valid only for the first year. It's crucial to understand who will do what and who will contribute what along the way, at least until the company is able to stand on its own two feet. Let me give you an example. Imagine a partner contributes some initial capital but then doesn't contribute further, while a CTO is responsible for developing a software platform. The first partner has a specific and limited contribution and could make a commitment of an amount X, even spread over time, to guarantee a portion of the company's finances. The second, the CTO, should instead remain engaged for at least three years, and the company will have to evaluate his contribution based on when it will be able to compensate him for his work. His ideas and skills must also be adequately valued . THIRD RULE: For new companies, only operational or actively involved shareholders are allowed. Let's talk about the birth of new companies: these arise from the idea of creating something that doesn't yet exist , but for this very reason they can't simply rely on the willingness of partners to "lend a hand in their spare time." Realizing a business idea is complex: perhaps not surprisingly, in Italy, a company is called #impresa. For this reason, it must be clear from the outset what each member's contribution is, along with their "quantity" and value. In my opinion, partners must put their heart and soul into the creation of the new company and truly make a difference in their area of expertise. It's therefore preferable to have partners who actually work within the company or who contribute truly essential assets (and not simply purchasable ones), such as databases, relationships, client portfolios, or specific knowledge. Their contribution must be measurable, perhaps by defining clear indicators. If, however, there are purely financial shareholders, it is advisable for them to remain in a non-significant minority position, so as not to interfere excessively in governance. I'm assuming that each member has an assigned role and consequently respects the other roles, and therefore there is governance based on the value of the team. It's a matter of #respect for all members and the company: each member must carefully calculate their availability in terms of time and commitment and, on the other hand, what they can give up to help the cause. It will then happen, almost inevitably, that as the company grows, those among the members will emerge who will truly make the difference : some will continue to evolve, to commit themselves and to remain #involved in the new challenges, while others will begin to no longer feel "at home", perhaps ending up by withdrawing or criticizing the #development of the "enterprise". In these situations, I recommend reaching an agreement immediately and guiding the no longer interested partner towards a healthy exit, before the situation deteriorates. This is what happened with my first partner at FiloBlu, Marco: once we reached a certain size, he felt he was no longer capable of managing the growing complexity. By mutual agreement, we decided to leave within a week. When companies reach a certain size, in my opinion, these rules continue to apply. Critical situations usually arise with the arrival of new shareholders or a change in ownership . Even if the shareholders won't be directly involved, they must still monitor the investment, understand it, grasp the company's dynamics, and know the sector . They must contribute ideas, support management, and always do so with respect for the CEO and executives. RULE FOUR. No friends and relatives. Professionalism is the watchword. And here's where the problem lies: in principle, this should be a golden rule, but there are a thousand exceptions. It's better to have partners who aren't friends or relatives ... and yet, how many companies have been started by high school friends? I'm thinking of U2: don't say it's not a business, even though the initial idea certainly wasn't to make money, but to be successful and take their music around the world. Many brands also come to mind that bear the name of the family that founded them : Fendi, Gucci, Pininfarina, Missoni, Zoppas, Amadori, Ferrero, Zegna, Antinori, Benetton, Angelini, Astaldi, Barilla, Beretta, Bracco, Colussi, Damiani, De Longhi, Guzzini, Loacker, Marcegaglia, Natuzzi, Olivetti, Scotti, Zuegg… I have mentioned many of them to make it clear how, contrary to what was said before, the value of the family can be decisive for the success of a company . In any case, I believe that the success of these companies is determined by #culture, #intelligence, #foresight, #maturity, and #balance: there must always be a professional relationship within the company . Whether they are friends or relatives, it is essential to have the ability—and I would even say the preparation—to distinguish business roles from personal ones , avoiding transferring private #conflicts to the workplace. This helps prevent tensions and misunderstandings that can sometimes permanently affect the relationship, even outside the professional sphere. After all, family feuds always happen over time: just think of #Gucci, as depicted in the film House of Gucci. And when friends argue at work, the friendship itself is often compromised. This is a key point: if you manage to find the right balance between private and professional roles, a truly magical factor is ignited . The list of successful companies created by real families demonstrates this. Who, in fact, can be more committed than a friend or relative who understands the value of what they are doing and makes themselves available even when situations become complex or irrational, because they are based on unconditional trust? Author - Christian Nucibella If these rules have piqued your interest, in the second part of the blog we'll explore other aspects of choosing your travel companions. WhatsApp Copy link

Scopri come il metodo Nucibella combina sport e business per una crescita sostenibile aziendale. Approfondisci ora per il tuo successo! DISCOVER TALENTS For me, organization has always been synonymous with competitive advantage: it's a living system that evolves, changes, and needs to be nurtured by example, talent development, and the associated delegation. Talent management , for me, has always had a lot to do with the organizational principles of Silicon Valley companies and, above all , team sports, even though I've always practiced individual sports. In team sports, there's a locker room, there are assigned roles and tasks, there are leaders and followers, there are times when you're in top form and times when you have to make room for others, times when you have to support and serve others; there are rules and principles, and you win or lose, and then you all get back up together (at least that's how it should be for me). It's true, I've almost always played individual sports, where I could be directly responsible for my results, allowing me to challenge myself every day to improve, aware that athletic results are the sum of many details, from nutrition to sleep, from concentration, from consistency in training to attention to technique, and even the ability to understand my own and my opponents' strengths and weaknesses . Nature didn't give me great physique in terms of stamina and strength, so I tried to compensate for these shortcomings with other skills, and this constant exercise was perhaps a useful training ground for business and one-on-one negotiations. But if you want to build a successful company, it's undoubtedly more important to have a great team than a single star, and that's why it's so important to choose the right people and empower them to express themselves; that's why I love studying the dynamics of team sports and innovative organizations so much. In my concept of a #team , a specific role takes on different characteristics depending on the person who plays it, so the #team itself must be created and modified based on who plays the various roles. Let me try to translate this: project managers are not all the same, just like marketing managers, retail managers, and so on; each has different soft and hard characteristics, a seniority and their own communication style, so every team is the result of a unique alchemy that also depends on the moment and the project being tackled, rather than on the client and, so to speak, on the objectives and all the stakeholders interested in the success or even failure of the project (detractors should never be forgotten). Organization and sports Talent and team The concept of team is a complex topic that I only wanted to touch on to define the context and thus be able to focus on one specific aspect: how do you identify talent and how do you best express it? For those familiar with football (a wonderful sport in itself, sometimes ruined by the business interests that surround it), it's easy to understand that the same striker performs differently depending on the team, the coach's confidence, the teammates he supports, the type of training, his emotional state, and his personal tranquility at the time. In short, the striker (the talent) must be understood and empowered to perform at his best... there are coaches who are masters at helping young players blossom, who, coincidentally, sometimes seem like they're not doing much, but in the end, they end up being the most successful, working more on psychology and player chemistry, more on principles than on imposing formations and playbooks. But how do you identify a talent? There are several factors that I consider common, some of which I believe are entirely personal or at least unscientific, and it is from the mix of these factors, sometimes with different weights, that I find a talent, because talents are all different from each other, as are people and as José Mourinho says, "it's stupid to treat all footballers the same way, they are not all the same"... For those who are #juniors or have just graduated... I look to see if they've done anything else in life besides studying, especially if they've played sports regularly or have other passions, if they love certain types of music, if they've had experience abroad, if they speak at least good English, and if they've managed any complex projects or found themselves in critical situations and how they got out of them. It's not so important whether they did well in school; I look to see if they exude positivity, if they're curious and helpful, smart and punctual, if they have a personality or, at least, a style of their own (I must say that this last aspect has become relevant over time, even if it's never really been decisive and, in any case, depends on the role the person will have to play: a nerd wearing a Star Wars or Commodore 64 t-shirt says a lot about himself, as does a designer's style: minimal and coordinated is fine, but if it's over the top or has a lumberjack-style plaid shirt... we'll see if he has other qualities...). Experienced talents If you are looking for someone with experience, the criteria change . First, I look to see if the candidate has worked in a variety of sectors, has spent at least three years at a company, and has already managed teams. I also look for concise and non-self-referential CVs, hobbies outside of work, and a stable love life . I believe that to be consistent at work, you need to be happy at home. Thus, a LinkedIn and Instagram profile become the candidate's calling cards, both personally and professionally (even not having a profile can be a conscious and wise choice). If the candidate has been involved in competitive sports, they earn 100 points, as do those who have already completed complex projects. I prefer candidates who have worked for companies of very different sizes , perhaps in close contact with management or ownership, rather than those from large multinationals (multinationals are fine on a CV, but not sufficient). I also like to see profiles with diverse ethnic and cultural backgrounds , especially if they're music and art lovers in general. Ultimately, the selection process is a mix of factors that tell me whether the talent is a good fit for my organization... and as I said, the mix of characteristics doesn't always have the same criteria and weight, because it depends on the team they'll be working on and the current needs of the client and the company. Simply put, if I need to hire an account and manage a team in Venice, that candidate will have one profile; if, on the other hand, they need to open an office in Milan and build a new team, for example, they'll have other characteristics, more oriented towards autonomy, problem solving, and so on. There seems to be a bit of inconsistency or at least some #complexity in what I'm saying; yes, searching is not a simple activity: I'm focused on finding the right person for the exact context in which they need to work. On the other hand, I also happened to hire talents that I didn't have the right placement for at that time (but I couldn't let them slip away because they were the right prospects...) and I asked them to take a journey in different roles to create the right space for them within six, twelve months. Ultimately , the interview makes all the difference , and it's important to hear the feelings the candidate conveys, whether they're sincere, and whether they care about the position. I recommend having two people evaluate the candidate, if possible, to be as objective as possible. It's important that the candidate knows how to do the job, but it's not a determining factor; in fact, it's even more important that they have passion and the right attitude, because jobs are learned, and I'd say quickly. Also, keep in mind that the context of an innovative company was a big help: over time , we've invented many professions (because, at least in Italy, they didn't exist), from digital retailers to sales assistants, personal shoppers, digital merchandisers, digital risk managers, and marketplace managers; many professions only existed offline, where more traditional methods and tools are used. Interview and attitude Other professional skills already existed, but we reinvented them, I would say: because our approach had to be unique, as did the range of professions we offered, to be able to have a distinctive value proposition , different from other players. But I'll return to this point because it represented an important competitive advantage for winning competitions against vertical agencies without being the best in every single discipline; offering a different perspective was sometimes a winning strategy, and furthermore, I believe the "whole" is more valuable than the sum of its parts. But what is ultimately the key element of a candidate? Is there a secret ingredient? Maybe not, but I certainly paid particular attention to one aspect of each candidate... a characteristic, not so clear, that we can summarize as an attitude to stress. The challenge was this: to look for in the candidate a lack of fear in facing new things, a desire to challenge themselves and try and push themselves beyond their own abilities and limits, with the attitude of a champion. Today, some might call it resilience, but it's not quite the same thing: more than the ability to absorb difficult situations and start over, what's crucial for me is the ability to "take a beating" and continue to persevere towards a shared goal... to overcome individual obstacles... in short, to be tough, because projects, both work-related and personal growth-related, require the right level of commitment and attention to detail over a medium-long period. Author - Christian Nucibella WhatsApp Copy link

Chi è Christian Nucibella? Dalla fondazione di FiloBlu alla leadership nel settore digitale. Scopri come l'imprenditore trasforma le sfide tecnologiche in opportunità di business attraverso un approccio umano e strategico. OUR STORY SUMMER 2021 Le origini Creating a container full of ideas dedicated to the Personal Brand : a container, but without barriers and therefore walls, hence the name, Container with the initial K and without vowels: KNTNR was born in 2021 mainly from the idea of declining and translating the great experience of its founders, Christian and Katia gained in the development of important brands, in personal branding for talents, artists, professionals, as a new touch point, already central to communication strategies in the USA for years, but not yet in Italy. "As we began this entrepreneurial journey, we realized that every talent was a world to be nurtured and that our experience was valued for its ability to analyze and support more complex projects. We increasingly understood the centrality of the concept of community, without which no brand concept exists today," says Katia, the company's CEO. La scalata digitale. All this, combined with curiosity, a focus on innovation, and young people, naturally led the team to experiment with new areas: KNTNR became a record label in 2022 to support certain talents, and in 2023 it began helping and supporting (including financially) some start-up founders capable of changing the business model of the relevant market. The company has also begun building its own communities to amplify its communication strategy: a project that requires dedication, patience, and commitment, but is highly innovative. "This focus overturns some marketing concepts with a bottom-up, targeted approach and a genuine relationship with the fan or customer, resulting in a significant reduction in advertising costs and increased communication effectiveness," explains Katia. 2009-2021 All this, combined with curiosity, a focus on innovation, and young people, naturally led the team to experiment with new areas: KNTNR became a record label in 2022 to support certain talents, and in 2023 it began helping and supporting (including financially) some start-up founders capable of changing the business model of the relevant market. The company has also begun building its own communities to amplify its communication strategy: a project that requires dedication, patience, and commitment, but is highly innovative. "This focus overturns some marketing concepts with a bottom-up, targeted approach and a genuine relationship with the fan or customer, resulting in a significant reduction in advertising costs and increased communication effectiveness," explains Katia. We are holding REAL ESTATE All this, combined with curiosity, a focus on innovation, and young people, naturally led the team to experiment with new areas: KNTNR became a record label in 2022 to support certain talents, and in 2023 it began helping and supporting (including financially) some start-up founders capable of changing the business model of the relevant market. The company has also begun building its own communities to amplify its communication strategy: a project that requires dedication, patience, and commitment, but is highly innovative. "This focus overturns some marketing concepts with a bottom-up, targeted approach and a genuine relationship with the fan or customer, resulting in a significant reduction in advertising costs and increased communication effectiveness," explains Katia. All this, combined with curiosity, a focus on innovation, and young people, naturally led the team to experiment with new areas: KNTNR became a record label in 2022 to support certain talents, and in 2023 it began helping and supporting (including financially) some start-up founders capable of changing the business model of the relevant market. The company has also begun building its own communities to amplify its communication strategy: a project that requires dedication, patience, and commitment, but is highly innovative. "This focus overturns some marketing concepts with a bottom-up, targeted approach and a genuine relationship with the fan or customer, resulting in a significant reduction in advertising costs and increased communication effectiveness," explains Katia. All this, combined with curiosity, a focus on innovation, and young people, naturally led the team to experiment with new areas: KNTNR became a record label in 2022 to support certain talents, and in 2023 it began helping and supporting (including financially) some start-up founders capable of changing the business model of the relevant market. The company has also begun building its own communities to amplify its communication strategy: a project that requires dedication, patience, and commitment, but is highly innovative. "This focus overturns some marketing concepts with a bottom-up, targeted approach and a genuine relationship with the fan or customer, resulting in a significant reduction in advertising costs and increased communication effectiveness," explains Katia. KEEP IN TOUCH !

Come trasformare il potenziale individuale in un driver di crescita per l'impresa. Christian Nucibella analizza la gestione dei talenti come asset strategico per il business. How to express yourself at best a talent? How do you build a sample? Personally, I've never looked for ready-made champions, partly because they cost too much and I couldn't afford them, or sometimes they were too self-conscious and a bit arrogant, so to speak. So I looked for a high-potential talent , someone who had tried to do things in life, had made mistakes, and was somehow hungry for redemption and a second chance ... that was the ideal candidate... Simply put, for example, Francesco, my first sales representative: a guy from a very ordinary family, who didn't graduate so he could work and help his family, a basketball lover, a smiley face, who had tried to start a business venture but hadn't fully succeeded... who didn't know much about digital but wanted an ambitious project like representing FiloBlu in Milan, a guy who saw an opportunity for every problem and looked for a solution. A real stubborn guy, if you like, but he kept trying with clients until he got something. Francesco worked with me for 10 years, and together we've seen it all. The first six months of onboarding were crucial in my journey; I tried to spend as much time together as possible, with daily #stand-upmeetings (even at 8 in the morning to test him) and activities carried out together, supporting him: I expected him to be perfect in every single activity of the client acquisition process , of course, with his personal style, but with my standards, because he had to represent the company in my absence. I bothered Francesco about his posture, if the car or Mac were dirty, if he hadn't brought the projector, if he was slightly late, if I didn't like his jacket, if he hadn't asked the right questions during the negotiation or hadn't listened to the client, if he shifted too much in his chair back and forth and made his thoughts clear, if there was a typo in the offer and so on, giving constant #feedback (in private) on what I wanted and why I wanted it (feedback is another fundamental topic for me that I will return to soon and which is given little weight). Search for high-potential talent Affiancamento e responsabilizzazione A very close relationship was almost always established between me and the talents , which I had to reshape as the company grew, because they could no longer have a direct, continuous line, but had to become #responsible and take charge of the "little piece of the dream" and #team up with each other and bring me ready-made #solutions; the principle was simple: if I found the solution, things would go faster but they wouldn't take responsibility and my phone would ring continuously and the modus operandi would not be #scalable, I would become a block (which unfortunately happens in many companies due to a mania for control). Looking back, I have to say that the greatest satisfaction is that the guys I personally supported at the beginning, and who I bothered the most, turned out to be the most loyal and long-lasting in the company and were able to create their own team; all this amidst sometimes bitter clashes, new challenges, successes and moments of uncertainty and problems overcome together with flying colors . I honestly don't believe their growth is ultimately my merit: I think I simply enabled them to express themselves ; much of the credit goes to them for not giving up, for they were able to find their own path, their daily motivations, take on the responsibility and lead by example . And then there was the acid test… I'd end the new hire interview by saying, "Welcome aboard, learn quickly because starting tomorrow you have six months to find your deputy and replacement, because in six months you'll be needed at other tables; find someone better than you or you'll have no problems"… usually the response was, "But how? I still have to start..." It might not have happened in six months, but within a year, that young person would certainly have moved on to another job, either in the same specialty but at a higher level, or in a new role: for example, from customer care to sales assistant, then store manager, retail manager, and business analyst. Or from customer care to back office sales, then independent in project development and client management, to account manager and sales manager: this is Samantha's rise over her 10-year career with the company. Crash test and baptism of fire There are so many stories like these, as well as those of many young people who have decided to start their own companies or become super consultants. Have we created a talent pool? I don't know, but I think there's simply little faith in young people in Italy, and sometimes even in women in certain roles. Go to China, for example, and you'll see 23-year-olds managing complex teams and million-dollar projects. And in Italy? In business, but also in sports, we continue to bet on tired and uneager horses, out of shortsightedness , for fear of taking risks, and a lack of a culture of error. We play it safe with choices that most people won't criticize. But let's get back to us. The growth path wasn't for everyone... because in between there were the so-called "crash tests"... during the probationary period, and I must say with a certain cyclical nature in the company, it was my job to make the talents "explode"... not in the positive sense of making them flourish, pushing them to the breaking point to understand their #limits and to what extent I could trust them... I remember that on a trip to China I went with Francesco, another Francesco, a business analyst with us... We spent endless days in Hong Kong, Shanghai, Beijing, and even cities in the heart of China, visiting the most famous marketplaces: I was so impressed by their size that I wondered if it still made sense to try to do something in Europe. I remember we were rushing around like crazy, and Francesco was in charge of arranging trips and meetings… he had prepared a series of address sheets in Chinese… in careful succession. I moved quickly and drove him crazy, but he never gave up, always smiling, while sweating like crazy to please me… It was his baptism of fire, and he passed with flying colors… with flying colors because I discovered unexpected sales skills : with his physicality and manner (he was a bit corpulent, fair-skinned, and cheerful), he inspired confidence in his presentations and was more effective than me (who appeared thin, dark-skinned, and didn't smile much)… Chinese culture worked like that, how funny! Autonomy and passion For me, it was essential to push the guys to their limits because that way I knew if and until when I could trust them to #delegate and no longer have any major worries. Sometimes they'd explode, get pissed off, but then come back stronger; sometimes they'd give up and suddenly leave, almost by osmosis... because the team itself rejected them... because they weren't deemed up to our challenges. “Christian, this boy doesn't deserve to be here, he doesn't deserve to be on our team because he doesn't put in the same effort as us, he's not a team player... he's not humble and he doesn't make himself available.” or, “Christian, who does she think she is? She may have managed a great project, but she doesn't get her hands dirty and doesn't want to learn our work method, so she doesn't help us even though she has a lot of experience” or even “she's too slow, it's not possible, no matter what, she finishes every evening at 5:30 and doesn't study on her own”. This was actually a good sign; the team had become aware and autonomous , they knew what they wanted and could thus #search, #find, #grow. Sometimes I even worried because I wouldn't hear from them for weeks, so much was their desire to handle even major "messes" on their own to prove they were there. Or they would come asking for new challenges and with #opportunities they wanted to tackle, new technologies, working methods: "Christian, we're a bit tired, we need new projects!" or "We want to create our own headless interface, it would be useful for the store management team and marketing, it's not on the market, we'd like to try", or even "We're working with Google to create the first completely cloud-based architecture in Italy capable of managing multiple independent stores: it will be a mess hahah, but we believe it will solve performance issues during critical periods like Black Friday and thus increase conversions". It was all energy and a natural word of mouth was triggered among the kids who wanted to join our team: what a satisfaction to be a center of attraction! Author - Christian Nucibella WhatsApp Copy link