To me, entrepreneurship is, first and foremost, a responsibility. It’s not just about being an entrepreneur in the formal sense, but about how one interprets their role within an organization. It means feeling like an integral part of the company’s vision and mission, contributing ideas, taking calculated risks, and looking beyond day-to-day operations to identify levers for growth and improvement.
During my journey at SOCOTEC Italia, first as Head of Management Control and later as CFO, I embraced this mindset every day. Entrepreneurship is the ability to make strategic decisions even in uncertain contexts, to read market signals, and to bring ideas to life by building the financial, organizational, and relational foundations needed to make them real.
In this sense, you can absolutely be entrepreneurial within a multinational company: it happens when you work with autonomy, critical thinking, and a genuine desire to create real value, for the company and for the people who are part of it.

There have been many key moments, but one in particular had a lasting impact: transitioning from a technical role in management control to a broader position of responsibility as CFO. It was more than just an operational leap, it was, above all, a cultural and relational shift.
At that point, I understood just how crucial the role of financial leadership is within a company: it’s not only about ensuring the numbers add up, but about providing direction, trust, and vision to all business areas. I learned that real value lies in translating data into informed decisions, in shaping a financial narrative that supports and guides corporate strategy.
This transition also taught me how to communicate better, to speak the language of those on the ground, managing operations, as well as of our external stakeholders. Finance is often seen as a closed world, but it can and should be an enabling force across the entire organization.

SOCOTEC Italia has a solid and well-defined positioning: we offer integrated solutions for safety, quality, and sustainability in the construction, infrastructure, and environmental sectors. But what truly sets us apart is our approach: we combine technical rigor, reliability, and a long-term vision.
We are part of a large international group, yet we operate with a strong focus on local contexts, building direct relationships with clients and responding to their needs with tailored solutions. This balance between global reach and local presence is one of our key strengths.
We support our clients through every stage of their project, from preliminary analysis to on-site inspections, and all the way to post-intervention monitoring. We don’t just provide services: we integrate into the client’s processes as strategic partners, helping them prevent risks, optimize outcomes, and ensure regulatory compliance in an increasingly demanding environment.
In recent years, we’ve faced major challenges related to growth and transformation. Our ability to adapt, while maintaining high technical quality and innovating internal processes, has enabled us to strengthen our position as a trusted partner, not just a service provider.
For us, safety isn’t just a service, it’s a culture. And that’s what makes us different.

“People always make the difference.”
In my experience, no strategy, financial plan, or technology truly works without the genuine involvement of people. Human capital is what drives performance, in times of growth, but especially during challenging periods.
As CFO, I feel responsible not only for ensuring the company’s financial soundness, but also for helping build an organizational culture where every person feels actively involved in the project. This means listening, sharing, and being transparent.
Another guiding principle for me is attention to detail: the quality of a job is also measured by the quiet care put into the least visible aspects. Doing things right, even when no one is watching, is what builds trust over time.

ELITE is much more than an acceleration program, it’s a transformative journey. It provides concrete tools to better structure your business, gain a broader perspective, and build governance aligned with growth challenges.
For SOCOTEC Italia, it was a valuable opportunity for dialogue, openness, and greater awareness. Joining ELITE means becoming part of a network of companies that share a long-term ambition: to create value, strengthen their market position, and prepare, culturally as well, for access to external capital.
The real added value lies in the positive cross-pollination: you step outside your own perimeter and engage with experiences, visions, and skills that enrich you. It’s an opportunity I recommend to any company seeking sustainable, lasting growth.