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L'approccio ingegneristico di Christian Nucibella applicato al business. Un framework strategico basato su analisi, visione omnichannel e solidità operativa per scalare l'impresa. 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

L'analisi di Christian Nucibella sulla solitudine decisionale. Come la visione strategica e l'ingegneria del business prevengono il fallimento e creano valore. 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

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

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

L'imprenditore è spesso il limite della sua stessa azienda. Scopri come superare il "ciclo dell'ego", gestire la crescita e trasformare l'Advisory in visione. 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.

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

Passa dal controllo maniacale alla Leadership Strategica. Applica processi che liberano il talento e scala il tuo business con l'Advisory di KNTNR. Entra nel club. 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. 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. Author - Christian Nucibella WhatsApp Copy link

Incontra i fondatori di KNTNR. La visione di Christian Nucibella e il rigore di Katia Simionato al servizio della strategia omnichannel e della crescita aziendale. 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.

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

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 !

Scopri come evitare errori comuni startup e costruire un'organizzazione efficace con i consigli di Christian Nucibella. Organization is strategy...and if you don't change it, you're dead. I've seen many companies over the years, but few have truly amazed me, regardless of the industry. Among these, I remember Google, Vaillant, and a smaller company I've recently discovered, Kave Home, which brought me back to a topic close to my heart: organization. Organization is certainly not an organizational chart hung in the hallway. That's bureaucracy, and it's for those who make paper and manuals. True organization is instead a living ecosystem , a web of values, habits, unwritten rules, and relationships that withstand shocks. I've always wondered: why do companies know so little about this? Why do they think organization is a cost, when in fact it is the only competitive advantage that your competitors will never be able to copy? You can copy a product, but you can't copy the way my people make decisions (and make good ones) when I'm not there. Of course, many have learned my way of doing things, have created their own organizations (and companies) with their own values, and I'm happy about that, after all. Is your company a fossil or an organism? The vice of control: are you a leader or a bottleneck? Many entrepreneurs talk a lot, talking about delegating, but then they get involved in hierarchies and make decisions without consulting the person responsible for that area, without respecting the delegation. If you have to be there for every decision, your organization is only on paper: you have an army of "Yes Men" executors waiting for orders and afraid of making mistakes. Remember the old proverb. Want to go fast? Go alone. Want to go far and not have to start from scratch every morning? Learn to travel in company. Silence on the phone: the ultimate goal. For years my goal was not turnover, but the desire for deafening silence. I wanted to finally go on vacation for two weeks and not feel #urgent. Then, when it actually happened, for the first time, I felt disoriented but happy. I couldn't believe it! It was my partner Luca who put me back in my place: "Hey Christian, we're not saving lives. Emergencies are relative, and by now you've taught us how to handle them. Enjoy your vacation." At that moment, I realized I had won. The car was moving forward without me having to push it. E-commerce: the Formula 1 of organizations. It took me a while to understand this, because I was trying to explain to entrepreneurs that building a quality service is more difficult than building a product. Then I started drawing departments as vertical columns and saying that entrepreneurs, to understand the new "digital" world, had to turn the company inside out and break down the silos . Why do I say that e-commerce organizations are the most advanced? Because digital cuts across the company . It creates complex supply chains to be found in web searches, purchase a product in three clicks, and deliver within 24 hours. Non c’è tempo per le #gerarchie quando l'algoritmo cambia alle tre di notte. Un team e-commerce vive nell'imprevisto, gestisce capsule, vendite su mercati globali in tempo reale. È un ecosistema costantemente allenato al cambiamento. L'e-commerce non è un canale: è una palestra di sopravvivenza e un modo di fare impresa. Oggi giorno ci sono aziende che sono nate ecommerce: nel #fashion mi viene in mente Sezane e guarda caso sono quelle che vanno più veloci. In praise of intelligent laziness that forces you to delegate. I admit it: I'm hyperactive, but profoundly lazy. I hate repeating things and I hate it when the phone rings too much. That's why I've "lazily" gotten organized and delegated the things I don't like to people who are better at doing them than me ! That's why I built an ecosystem that walked without me. This was my salvation and sometimes my downfall. I delegated, sometimes too much. I trusted, sometimes too much. But I was going too fast not to trust. If my collaborators have remained with me for more than ten years, it means that in the void left by my delegation, they have evolved into true talent. But delegating, to people with a DNA that wasn't mine, also caused damage, so today I tell you: “DELEGATE KNOWINGLY.” The Patience Paradox: From Lego to Play to Scrolling. There's a puzzle I'm trying to solve: the fragility of those entering the workforce today . I don't think it's a problem of #language between #generations because innovation is ageless; it's a problem of having trained patience. I often say that we "old people" are the Lego generation: to build you had to work hard, fit pieces together, design, disassemble and start again . Then came the PlayStation generation: Circle or X, it works or it doesn't. Automatic transmission, not manual. I remember when I taught my son Alberto to ride a motorbike: "Alberto, when you release the clutch, put it in first, things happen in there, it's not a button, you have to give the gear time to engage, the clutch time to slip, the gas time to rev, and everything has to happen at a precise moment." Today's world is dominated by 10 seconds of social media content . Infinite scrolling on our phones has killed the ability to slow down, understand, and accept criticism. It's a society of "easy" answers, but it's questions that spark curiosity and evolution. Expecting to have all the answers right away because AI gives them to you is, unfortunately, superficial. To get the right ones, you have to try and, above all, work hard. The courage to self-criticize: the problem is you. I would like to close with a #provocation. If the results don't come, dear entrepreneur, dear leader, stop looking outside. Look at yourself in the mirror. Organization is the result of your #mindset. Self-criticism means accepting that your results depend on your ability to put people better than you in key positions and let them work. Do you have the courage to hire someone who knows more than you? Do you have the strength to invest in innovation, in uncertain things? Because you decide small things alone , the things you already know. To do big things, you need a decision-making process that involves extraordinary people like you and beyond. Author - Christian Nucibella 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