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Discover KNON Hangar, a sustainable hub designed to costruire community b2b online, blending history and innovation for modern needs. The origins of KNON Hangar take shape in the folds of the manufacturing fabric, where time seemed to have suspended its course. An old conveyor belt from the 1970s, a silent witness to the industrious rhythms of industry, lay in a state of progressive abandonment, yet retained its expressive power intact. A structure marked by matter, generous heights, and the scars of labor, suspended between memory and possibility, awaiting a new vision capable of recognizing its latent value. Before the rebirth 2022 The challenge undertaken by KNTNR Srl was to transform the existing structure without betraying its soul, making a primary choice of sustainability: the recovery of the building heritage as a conscious alternative to the consumption of new land. Through a careful and respectful renovation process, the building has been regenerated, enhancing its original identity, transforming the signs of time into distinctive elements of an authentic architectural language. At the same time, the structure has been brought into the future thanks to a significant energy efficiency project: the installation of solar panels on the roof and a latest-generation LED lighting system have combined aesthetics, innovation, and environmental responsibility. The regeneration process 2022-2025 KNON Hangar takes shape as a 500-square-meter space in pure industrial style, where the building's history interacts with contemporary design. The original volume has been enhanced, maintaining the dramatic double-height hangar as its fulcrum, now enhanced by a mezzanine that opens up new spatial and functional perspectives. KNON Hangar is a versatile ecosystem, a hub where creativity and business coexist in a healthy and mindful environment. The spaces are suitable for indoor and outdoor photoshoots and are designed for the holistic well-being of teams and guests: a basketball court, a manicured garden, and a relaxation area interact with a technologically advanced podcast area and private meeting rooms, designed to host executive and board meetings in maximum comfort. KNON Hangar is not only the new home of KNTNR Srl, but also proof that revitalizing a space with an ecological conscience means generating new, cleaner energy, capable of fueling the ideas that will inhabit it. The new identity 2026 WHAT YOU CAN DO also with the support of our staff CONTENT CREATION Shooting & Video Vodcast & Interviews ENTERTAINMENT Desk Coworking Meeting Brainstorming Relax Outwork day Training BUSINESS TIME B2B Convention & Presentation Party DJ Set MUSIC Production Meeting Inspirational RELAX Pilates Yoga Gym Outdoor SOCIAL WALL Carica altro

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

Knowing How to Listen (Part 1: The Origins) When I decided to open my own agency, FiloBlu (at the time I didn't yet know what I would call it), I started collecting feedback from friends, entrepreneurs, university professors, and family to see if my idea was worthwhile. Most of them told me it wasn't that special, that there were already so many great agencies out there and they didn't understand why: FiloBlu would be just another agency offering websites and digital services. This got me thinking and, on the other hand, reinforced my decision to continue, without paying too much attention to other people's opinions or even looking too closely at the market, except for inspiration. I admired some local companies like CLAIM, HANGAR, and even E-TREE (which later became H-ART), which I had gotten to know through consulting on software and website development processes. I admired them above all for the charm and #magic I found in their way of being and appearing. Here's the first aspect of "Knowing How to Listen" to emphasize. At this juncture, it's clear I wasn't listening to anyone, but rather, I was listening to my own instincts : I believe it's important to know how to listen to your own feelings and try to help others seize opportunities they don't see (perhaps I explained it poorly at the time, or perhaps the people I was talking to simply didn't believe in me enough, or I want to see it that way; they loved me too much, fearing I'd crash, who knows!). As I began developing the team, I began to engage with differing perspectives from my partner Marco, a software expert (I understand very little about it), and from the first collaborators, almost all nerds. I was considered the marketing guy, almost a necessary component for procuring projects, but ultimately useless for code development and external to the team. I made them understand that Tech actually needed a serious organizational model to scale. As the company grew, I continued to gather information and testimonials about my reference model for the organization: Google , a company made up of engineers (like me, but definitely better). I read and took notes continuously to understand the leadership and delegation model they adopted. Listen to your instincts Studying who has succeeded This is where we find the second chapter, if we want, of this Thought: “Knowing How to Listen” also means #studying those who have been better than us at achieving something, immersing ourselves, so to speak, in their “habitat”. Visiting the companies that inspired me at the time, talking to the founders, I tried to sense the corporate climate, grasp the aspects that made that place a bit magical for me ; to understand what motivated their staff to feel so encouraged to be part of the project, the dream; I tried to listen, I would even say absorb as much as possible, and then pass those feelings on to my staff in the office... I remember that our first office was truly ugly, the first floor of a condominium, created by joining two apartments. Apart from a very large terrace that was used mostly by smokers rather than for Facebook-style parties and startups in general, it was a place that, all things considered, had very little magic other than our thoughts, the free coffee made strictly with a Bialetti moka pot, and our great desire to create something extraordinary. As the company grew, I began to need many new skills beyond tech: financial skills, project management, creative and design, marketing, data analysis, and retail. Listen to the market I would say that a new chapter opened here: knowing how to "listen" to the market and knowing how to grasp the key elements to create something unique. At the time, I realized, looking at the best in the industry, the guys at YOOX with whom we collaborated, that there were aspects we weren't considering that in reality, in a short time, would change our business model forever: we hadn't understood that e-commerce was the oldest profession in the world and that the real difference was made by those who managed the store and not, ultimately, the #userexperience or the technology (a dedicated chapter could be opened here, because I don't want my words to be misunderstood: Tech and UX must be top-notch, but they aren't enough to truly make a difference if you don't integrate a valid product proposition, communication and impeccable customer service). I remember one anecdote in particular, a meeting with the YOOX staff (which I happened to walk into by chance, as it was my habit to show up unannounced in meeting rooms). I realized that a retail figure (whose name I didn't even know...) had to manage the online store. Marketing didn't know why down jackets weren't selling in Germany, while those familiar with the product immediately realized that the weight, size, and color weren't the best fit for that audience. I was almost struck by that observation... we were doing it all wrong! From there, I immediately began asking questions to those who worked in the retail world to try to understand what was the best system to rethink e-commerce management and make it grow out of scale, subsequently integrating a whole series of elements that YOOX had not introduced (due to their customer approach also due to the technology adopted at the time, a thing well known to those in the industry). Act quickly I hired a first person from the fashion world (offline, obviously, because online retail didn't exist) who had already managed showrooms and stores for important brands, and with her I began to try to understand what the best system was to create a new corporate division that would become strategic in the management of e-commerce, more than tech and marketing (I won't tell you about the clashes within the company and how difficult it was to make people understand what this new division did... phrases like: " Tech is the only division that matters... these people don't understand anything about project and platform management, they're goats, don't we seriously want to be guided by their stupid requests?" or "What the f*** are all these women for?" Well, “Knowing How to Listen” also means understanding where the business is going and being able to move accordingly extremely quickly, perhaps by introducing something new and trying to surpass the best available models, which thus suddenly become outdated (the famous blue sea of the Blue Ocean Strategy that has inspired me so much in my choices... another topic I will discuss later). Author - Christian Nucibella WhatsApp Copy link

Scopri come prevenire il fallimento startup con strategie incisive e leadership visionaria. Approfondisci con kntnr consulenza strategica. The loneliness of command: where direction is born Oggi parliamo dell’essere imprenditore e di alcuni aspetti che talvolta ti fanno apparire come un extraterrestre, uno strano, nel suo mondo, comunque fuori dall’ordinario: c’è un paradosso nel fare impresa che nessuno ti spiega nei libri o ai convegni: the more your company grows, the more you surround yourself with extraordinary people , and the deeper your loneliness becomes. But it is a necessary solitude. It is the solitude of synthesis. It's not that the entrepreneur changes or no longer wants to be involved in the team's daily and operational problems; they simply no longer have the ability, and if they are called upon to do so, it means those issues are no longer routine. Instead, they are called upon to direct, to bring value to an ever-growing team managing increasingly complex tasks . To be useful to everyone, they must detach themselves from the particulars and look at the bigger picture. Critical confrontation: a methodical leadership Entrepreneurs are called upon to make decisions constantly, almost always, without providing much explanation. But to make correct decisions at crucial moments, they must be able to draw on the energy, skills, and ideas of others. Honest and critical discussion with the supporting team isn't a concession; it's a strategic duty of a true leader. Engaging one's talents in a vigorous debate strengthens methodical leadership: one that doesn't impose from above, but constructs decisions through collective intelligence. This process energizes the team and gives solidity to the decision. It's a circular process, I'd call it, in giving and receiving, reaching the goal through successive approximations and sometimes leaps forward (without listening to anyone, at least apparently). However, there's a fine line: leadership can't become a slave to the process itself . If the search for consensus becomes a drag, the company stops moving and begins to drag. The risk is becoming slow, and in today's market, slowness is lethal . It's a delicate balance in the decision-making process that must be carefully maintained with the team and oneself. The loneliness of command: where direction is born The Silence of Decision: The Unshareable Vision There comes a time when, after listening to those who matter, you have to go back to being alone. Here emerges the real difference between those who created the company and those who look at it through an Excel spreadsheet. The entrepreneur must "unfortunately" be free to make decisions, even informally, following paths they can't or shouldn't always share. It's not a lack of transparency, but rather a lack of vision. The team can be excellent in every operational aspect, but it can't be expected to understand the entire horizon that only those in charge can see. There are thoughts, risks, and future scenarios that the entrepreneur must keep to himself, to protect the strategy and the people themselves. The possible conflict with finance This is where the idyll with financial partners or funds often breaks down, regarding working methods and the design of the trajectory, where they pretend to understand everything without actually having the tools, the ability (and sometimes the desire), precisely because of the different roles. They require endless analyses and standardized procedures and sometimes ignore the most important variable: time. They don't understand that a decision made today with 80% of the information is worth ten times as much as a perfect decision made six months from now , and can even decide the life or death of an entire organization. The entrepreneur, on the other hand, thrives on non-linear mental processes, intuition, and speed; the fund thrives on guarantees. The solitude of #decision serves to protect this instinct: the ability to take risks while others are still calculating the margin of error and to ask questions, sometimes useless or "harmful" to the cause. Grounding: The collective soul through the value system Here's the good news for entrepreneurs: once a course has been set, loneliness must vanish; to "ground" the #vision, a corporate culture inspired by charismatic, not authoritarian, leadership is needed. I've learned that if you want your company to move quickly, you need to have built a solid value system and a delegation process . People don't follow a technician; they follow a leader who embodies values they believe in and then want to move forward independently. Consistent growth isn't just about procedures, but about respect, unwritten rules, and shared passion—a dynamic, rather than unstable, balance. So what?... Solitude is necessary to protect the speed and vision of your strategy. But your value system is what allows that vision to break free from a secret, transforming it into a reality lived by people who run alongside you, even when they don't yet see the full horizon but firmly believe in a dream worth realizing. And I'd like to close with a #fundamental aspect: the value system also brings balance to private life and the balanced, consistent entrepreneur even in his private life has an edge. Author - Christian Nucibella WhatsApp Copy link

L'alchimia tra la visione di Christian Nucibella e il rigore di Katia Simionato. Strategia, fashion management e branding per trasformare imprese in istituzioni. OUR STORY The origins focused on talents. SUMMER 2021 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. 2022-2023 Independent Music Label & Community Owner. 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. 2024 2024 will see the project to consolidate the structure with some equity investments and some real estate, including the renovation of a 500-meter covered hangar , to provide physical space for KNTNR as a true creative hub and meeting place, with the K.NON project (a name that comes from a play on the word capannone, from the Venetian capannone, a place where some kind of artisanal or entrepreneurial activity takes place). "It's always been our desire to have a safe haven for conversations with entrepreneurs, away from prying eyes, an industrial space where people can express their passions like music, art, cars, and design, where ideas can be born and new paths can be explored," says Christian, President of KNTNR. We are Holding / K.NOT project. In love with Art 2025 is the year of discovering the world of art, as an element that unites planning and creativity, networking and entrepreneurship. After 4 years, the dots begin to connect: "You can't connect the dots looking forward; you can only connect them looking backward. You have to trust that the dots will connect, somehow, in the future." - Steve Jobs 2025 THE FOUNDERS PRESIDENT & FOUNDER Strategy & Scale-up addict CHRISTIAN KATIA CEO & FOUNDER Community & Fashion Victim The market doesn't forgive a lack of consistency. After years spent managing the complexities of fashion distribution, today at KNTNR I apply that same analytical precision to brand validation. I ensure that positioning isn't just an idea, but a solid asset capable of generating a real community. I coordinate specialized teams to transform the strategy into high-impact content on Instagram and LinkedIn, ensuring that every message faithfully expresses the company's soul. "I don't believe in magic formulas, I believe in codified alchemy. In over twenty years of management and entrepreneurship, I've learned that success isn't an accident, but the result of obsessive attention to branding, teamwork, and governance. I've built scalable models where others saw only chaos, with a single goal: to transform a founder's vision into an institution capable of outrunning the market." EQUITY We are holding We take an active role in equity participation. The international experience we've gained over the years has taught us how supporting and growing a business project increasingly requires a diverse range of professional skills that go beyond the traditional investment approach, given the growing competition and complexity of the market. START-UP We are holding Startups aren't our primary focus, but great projects are born in garages, remote offices, and from a wealth of passion and usually limited resources. And when we see the light in the eyes of young entrepreneurs, our hearts open and our minds begin to connect the dots to help them scale. After all, it's often small companies that innovate the most. We are holding REAL ESTATE For us, real estate is synonymous with spaces where ideas and design meet. That's how we fell in love with the space at Palazzo Tendenza; and the desire to create a space dedicated to ideas and creativity gave rise to the K.NON project, which began with the renovation of an abandoned industrial hangar.

Pensieri e riflessioni di Christian Nucibella: aneddoti e visioni di un imprenditore che bada alla sostanza. Consigli utili per chi vive le sfide del fare impresa oggi. 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 IL PILASTRO ZERO: L'ASSETTO DEL LEADER 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 DISCOVERING 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 La mia storia imprenditoriale nasce dalla volontà di creare un'azienda con un'organizzazione strategica, usando Internet come chiave di volta. L'intuizione mobile mi ha dato l'idea per FiloBlu. Oggi, la vera conquista è la possibilità di scegliere i progetti, ma per realizzarli servono metodo, team e la costanza di chi non molla. Edit

Scopri KNTNR: amplifichiamo la tua leadership con l'Advisory Anti-Errore. WELCOME TO OUR SECRET KONTAINER AMPLIFY GOOD IDEAS Come in. Confess your governance concerns for sustainable growth. Here, your truth is safe, and so is your business. 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. SOCIAL WALL 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)

Scopri il Metodo Nucibella: un modello di business resiliente per proteggere la tua azienda e guidare una scalata responsabile. THE NUCIBELLA METHOD: PROTECT THE ALCHEMY, GUIDE THE CLIMB. There are thousands of #manuals on how to grow a business, many of them are highly inspiring but distant from the dynamics of our reality where the entrepreneur is often, so to speak, "one and triune": he has the idea, follows the project, finds the finances and even sells it. Quasi nessuno di questi manuali, però, ti spiega come evitare che la #crescita distrugga ciò che hai creato nel momento in cui devi allargare il capitale sociale, trovare nuovi partner, condividere la governance. Il Metodo Nucibella nasce da una necessità brutale: fornire all'imprenditore un sistema di difesa e attacco basato sulla realtà, non sulle slide o sulle parole ammalianti che spesso nascondono contratti complessi, vincoli e clausole dentro ai patti parasociali, figli di due diligence fatte da chi in realtà spesso il business non lo capisce fino in fondo. Why is this method different? Because it's not written by a career consultant, but by an entrepreneur who speaks your language. Until I was 38, I was a business organization manager in the automotive sector; then, for 11 years, starting from scratch, I wrote the story of what was considered an Italian "unicorn," a market benchmark in #ecommerce. I experienced the thrill of success, but also the burden of complex and sometimes complicated relationships with both minority and majority-owned funds. I made mistakes, I sealed and sometimes suffered agreements, I changed several shareholder structures and boards of directors. Today I can share this experience through a network capable of mobilizing skills, capital, and, above all, smart money . Because money isn't all the same, and sometimes it's too flashy : some buy your future, others help you build it. The Nucibella method THE 4 PILLARS OF THE METHOD Vediamo qui di seguito, in sintesi i passi chiave del metodo. 1. Codificare la Magia (L'Alchimia) Prima di parlare di numeri e accordi, dobbiamo capire perché la tua azienda funziona . Ogni impresa di successo ha un'alchimia segreta, una "magia" che l'ha resa unica; si certo, spesso coincide con la tua leadership ma non è solo quella. Se inizi a scalare senza aver codificato questo DNA, rischi di perderlo lungo la strada, diventando una brutta copia di quello che eri nel passato o peggio un follower dei tuoi concorrenti. Il primo passo del metodo è estrarre questa magia e trasformarla nel motore indistruttibile della crescita , in modo che sia collegata all’imprenditore ma non dipenda solo da lui. Perché farlo? Certo per garantire un futuro alla tua azienda, ma cinicamente perchè così la tua azienda vale di più. 2. Blindare la Governance (Il Firewall) La tua azienda vive di dinamiche, equilibri. La #governance non è burocrazia, è un metodo unico e speciale che richiede protezione . Il Metodo Nucibella insegna a scrivere le regole d’ingaggio quando c’è armonia, per proteggere l’azienda quando arriveranno le tempeste, perché nessuno ci pensa quando il mare è calmo. Ma, se non decidi oggi come gestire il disaccordo di domani, hai già perso il controllo della tua creatura, perché, caro imprenditore, la verità è che la contrattualistica e la trattativa con i soci finanziatori, non è il tuo forte, sei fatto per stare al timone quando il mare è in burrasca. Ecco perché, ti serve un supporto, che abbia già vissuto queste situazioni. 3. Leadership Carismatica e Comitato Strategico (La Regia) L'imprenditore deve smettere di essere l'uomo ovunque per diventare il #Regista , saper delegare sempre più e comprendere quali sono i punti deboli della sua leadership e governance. E un regista ha bisogno di una vera squadra. Il metodo prevede la creazione e supporto al funzionamento di un Comitato Strategico : un nucleo fatto dalle tue prime linee o, se il team non è ancora pronto, anche da #Advisor di alto livello che siedono al tuo fianco. Poche persone capaci di risolvere criticità e far crescere l'organizzazione mentre tu ti occupi della Visione. 4. Equity Responsabile (Il Percorso, non il Prezzo) Dimentica l'ossessione per la valutazione d'ingresso. Il vero valore di un'operazione di #equity non è quanto incassi oggi, ma come vivrai domani. Il metodo si focalizza sul percorso di convivenza armoniosa e sulla strategia di exit (o sul next step). Un socio è per sempre, finché dura: meglio decidere prima come camminare insieme. Why is the Nucibella Method right for you? Because governance errors, the wrong partners and carelessly signed contracts cost dearly: sometimes the work of a lifetime. The Nucibella Method allows you to avoid these glaring errors by realizing tangible advantages in the field. It does so at a fair cost-value, far removed from the logic of large consulting or advisory firms that focus solely on closing the deal. For us, the deal is a #means; the Entrepreneur at the center of the project is the goal. Author - Christian Nucibella WhatsApp Copy link

Pensieri e riflessioni di Christian Nucibella: aneddoti e visioni di un imprenditore che bada alla sostanza. Consigli utili per chi vive le sfide del fare impresa oggi. 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. 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

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

Scegliere i soci e gestire la governance non è solo una questione di quote, ma di fiducia e obiettivi comuni. Christian Nucibella condivide le regole d'oro per gestire il rapporto tra soci: dalla scelta dei compagni di viaggio alla gestione dei fondi, fino alla capacità di uscire al momento giusto. Scopri come proteggere il valore della tua azienda e la tua libertà imprenditoriale con un metodo basato sull'esperienza reale. Travel companions: Choosing Members. Part 2 We continue our journey with new tips for choosing the ideal travel companions, so you can bring real added value to your business thanks to the people you decide to start it with. RULE FIFTH: Partners you can trust. For me, this is actually the most important rule: there must be complete trust between the partners, with the utmost #respect and #unity of purpose for the common cause, that is, the company. Otherwise, my advice is to end the situation quickly, even if it means giving up something important. As soon as you realize you're no longer on the same page and can't provide the contribution you think you can, leave immediately, even if things seem to be going well: the wind changes quickly, and a single decision by the other partners is enough to jeopardize the project and the company. At the beginning, trust is not lacking, and often many things are let slide because the focus is on the goal, on making the company work, and on being able to carry the project forward. But as the company grows, trust becomes even more crucial : it can happen that some partners "exploit" the company to their own advantage, since things are moving forward anyway. Often, especially in complex companies, this fundamental rule is forgotten: partners remain attached to the project out of convenience or partial interests, not for the good of the company. The result? They become distracted, time is wasted on non-core activities, bureaucracy takes over, and almost without realizing it, everything becomes more complicated. The decision-making process slows down, the company slows down, and little by little, energy, if not even market leadership, is lost. The company's success is no longer the priority; it's no longer about being the best, having the best ideas, or surprising others once again. Trust, instead, implies respect: without it, bad things happen, often unheard of. Traveling Companions: Choosing Members. Part 2 SESTA REGOLA: Compagni di viaggio con un inizio e una fine. Partners are always "temporary." How many of you, when you start a company, think it might end or that the partners might part ways one day? I believe we're all focused on the present and the immediate future, full of #enthusiasm and ideas, with empty pockets because we've invested. But the reality is that the right thing to do is to define from the outset what you want to do in five or ten years : whether to stay, or exit if opportunities arise or certain #objectives are achieved. It's not easy to reflect on these things: you need to have experienced them and have the maturity to establish clear rules when partners have different goals or goals that change over time, making it necessary to separate. After all, the relationship between partners is not a marriage , and even those today only rarely last a lifetime. When you start a business, you don't know exactly what will happen or where you'll end up . Sure, in school or with consultants they'll tell you to write a business plan, define some numbers, and stick to them, but in reality, you're tackling a project with a thousand new variables, often unclear from the start. Especially in highly innovative companies, rather than following a linear path, you're traveling a road full of curves, forks, and ups and downs. However, there are some small rules that allow members to reduce their commitment, no longer be operational, or leave without causing too much distress . It's not easy to fire a member, replace them, and do so quickly for the good of the company , so #planning is essential: not so much for #growth itself, but for managing unforeseen events. With the right partners at your side, all these "unexpected" changes will be handled with common sense and intelligence, without major disruptions. Trust me: it's natural to change travel partners over time , precisely to find the right shareholder structure for the size and needs of the company, which change over time. SEVENTH RULE: Members with a precise governance. Well, you've finally decided on the shares. Is there a majority shareholder? Are you two partners with 50%? Three with 33%? Or do you have a more complex team? It's important to understand from the beginning who makes the decisions and if you're comfortable with it : are you more suited to #leadership or simply being a #follower? Mind you, I'm not confusing you: shareholders are one thing, directors are another. But ultimately, the "delegated" directors always answer to the majority shareholder and are unlikely to accurately represent the entire shareholder base. It's obvious that directors have assigned powers, and shareholders aren't required to get involved in governance matters: they don't have an operational role. However, I assure you that they still influence the company's decisions, for one reason or another, especially when things aren't going well. Governance concerns the company and all its stakeholders, but it also concerns the relationship between shareholders , because important decisions are made in boards of directors and shareholders' meetings. Too often, however, the relationship between people and the fundamental principles on which the company is based is lost sight of. EIGHTH RULE: Yes to vehicles and funds but with clear rules of engagement and objectives. Sometimes, companies need resources to make a qualitative leap that they can't achieve on their own , or that would take too long to obtain. For example, when they want to open foreign markets, stores, or product lines. In these cases, it may make sense to seek the support of external resources. The first decision to make is whether to retain governance or sell it . Once this is clear, and your personal and company goals for the next two or three years are defined, you need to choose the most suitable vehicle for this stage of the journey. This opens up a huge chapter, which I don't want to discuss in detail, but I can offer some fundamental advice: take your time. Consult with entrepreneurs, advisors, and professionals who have already been through this, listen to multiple opinions, and think it through calmly. This is a decision that will impact your life and work for the next few years : you need to feel comfortable and at peace. And, in any case, always create options for possible future situations. And yes, you can tell I've grown grey over these things. I've had #positive and #negative experiences with my partners, and that's why I can be critical and objective when they ask me for help in making decisions . A partner, in the end, can be your greatest support towards #success or, frankly, your #ruin, and sometimes that of the company you created or believed in by giving it your all, often giving up your private life, time with your children, or friends. I believe there is nothing worse for an entrepreneur than being deprived of the ability to #choose and be free, forced instead to spend time and energy in critical situations created by others, which little by little consume and sadden you. RULE NINTH: Partners with whom you share goals. …it's not a given that you'll find them... I'm not joking, because almost always, personal goals in relation to the company are not declared at the outset and everyone has their own based on their ambition and size: along the way, the goals converge or diverge: in the latter case, the advice is for each person to go their own way. Author - Christian Nucibella WhatsApp Copy link

Esplora strategie per la crescita aziendale etica, sviluppando talenti e costruendo team vincenti. Crescita aziendale etica per il successo. 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