There are stories that begin with a screwdriver and an old Commodore 64. The story of Loris Seligardi, IT Associate Director at Amplifon, is one of them.
His passion for systems and software eventually led him to coordinate global ERP projects, and today he is at the heart of a strategic digital transformation spanning Milan and Shanghai.
Throughout his career, one element has remained central to his approach to technology: people.
Loris shares a vision of IT leadership in which listening, understanding and empathy become essential ingredients for successful transformation.
“I’ve learnt that every data flow needs an equally strong human flow: you need to align definitions, expectations and timelines. It’s about translating not only language, but concepts too.”
In this first part of our interview, Loris takes us behind the scenes of a complex, multicultural global ERP transformation project, where the real challenge is not simply technical, but deeply human.
This is where empathy, trust built over time and a leadership style capable of balancing global strategy with local operations become essential.
His story is a reminder that technology alone is never enough. What organisations need are people capable of translating it, integrating it and, ultimately, humanising technology.
Chapter One: Where a Passion for Technology Began
How did your interest in technology — and ERP systems in particular — begin?
My interest in technology began when I was young, in the late 1990s, when the first personal computers were starting to become commonplace in people’s homes.
I had an old Commodore 64 and would spend hours taking it apart, trying to understand how it worked and experimenting with the basics of programming in BASIC. It was a fascinating time, when it seemed as though almost anything was possible with a few lines of code and a little patience.
It was also a period when those systems were gradually being replaced by more modern technologies. The first Windows PCs arrived, with the major advantage that they could be assembled using different components.
That opened up an entirely new world for me. I enjoyed building computers piece by piece, choosing motherboards, RAM and hard drives before configuring the operating system. It was a kind of digital craftsmanship that taught me a great deal about systems logic, interoperability and the importance of a well-designed IT infrastructure.
My move into the ERP world came during university, when I discovered enterprise information systems.
I was immediately fascinated by the power of these platforms: they could connect different processes, business functions and people.
An ERP system is much more than software — it is the operational brain of an organisation.
From there, wanting to work in this field felt like a natural progression. I wanted to help build solutions that could make people’s work more effective while enabling organisations to grow and transform.
What brought you to Amplifon? Was there a defining moment in your career journey?
Before joining Amplifon, I worked for many years across very different industries, including the cruise sector and manufacturing. However, there was always one common denominator: using technology to support operations and improve the experience of either customers or internal users.
These experiences gave me a broad understanding of business processes and a highly pragmatic approach to technology — seeing it as a practical enabler for solving complex problems and supporting business transformation.
When I joined Amplifon, my first major challenge was leading digital transformation within HR.
The organisation was evolving rapidly, and we needed to build a dedicated team from scratch while implementing several HRIS platforms globally.
It wasn’t simply a technology project. We were redefining how people experienced HR processes, from talent management and performance to learning and recruitment.
It became a real test of change management, strategic vision and collaboration between IT and HR.
Looking back, I believe that project marked the beginning of my journey at Amplifon: a continuous challenge centred around transformation, growth and innovation.
What were the first major pain points in your career, and what did they teach you?
The biggest challenges have rarely been technological. They have been human.
I learnt early on that one of the main obstacles in IT projects is resistance to change.
Implementing a new platform isn’t enough. You need people to adopt it. That means helping them understand the value of transformation and aligning everyone around a shared objective.
Another challenge has been communicating the strategic value of technology investments to decision-makers. The return on investment isn’t always immediate, but without certain innovations, organisations risk falling behind.
Finally, one of the most important lessons has been learning how to bring IT teams and business functions together as genuine co-workers, breaking down the barriers between those who “build technology” and those who “use technology”.
When that alignment works, projects are executed more effectively and create meaningful, long-term business impact.
Chapter Two: ERP Between Milan and Shanghai — The Challenge of Global Transformation
Can you tell us about the project you are currently working on in China? What are its objectives and main complexities?
The project we are currently delivering in China is one of the most complex and stimulating initiatives I have worked on.
At its core is a major transformation of the operating model towards a more centralised approach, with a single warehouse managing inventory and orders across the entire commercial network.
But the real complexity lies in the technology architecture and systems integration.
In China, we use a local ERP system that sits outside our main corporate platform. The two systems need to communicate seamlessly and securely, exchanging critical data including purchase orders (PO), advance shipping notices (ASN), invoices, order confirmations and reconciliations.
At the same time, the corporate platform integrates with the systems of global suppliers through EDI (Electronic Data Interchange).
It is an interconnected chain that needs to operate like clockwork, based on clearly defined standards while maintaining enough flexibility to accommodate local requirements.
The ultimate objective is to create an integrated and scalable technology ecosystem capable of supporting growth and enabling efficient operations in a strategic and constantly evolving market such as China.
What communication and cultural challenges have you encountered when working with Italian and Chinese teams?
Technology can bridge physical distance. Cultural distance, however, requires patience, curiosity and significant investment in relationships.
One of the clearest differences lies in how problems are approached. In Italy, we are accustomed to relatively direct and often informal discussions, whereas in China communication tends to be more structured, with greater respect for hierarchy and a more formal approach.
In such a complex environment — where local teams work with a Chinese ERP while corporate teams use a different platform — every misunderstanding has the potential to become a project issue.
The data flows between the two systems are highly technical: purchase orders, ASNs, invoices and order confirmations. But making them work effectively requires everyone to share the same understanding of what those data points actually mean within everyday business processes.
I’ve learnt that every data flow needs an equally strong human flow. Definitions, expectations and timelines all need to be aligned.
Often, the key has been translation — not simply translating language, but translating concepts so that IT, operations and finance all share the same understanding.
We’ve invested heavily in shared documentation and joint demonstrations, but small gestures have also mattered: a thank-you message, an informal alignment call or constructive feedback.
These things can make a significant difference when working across different cultures and time zones.
How have you adapted your leadership style to coordinate a project across such geographical and cultural distances?
Leadership in a global project like this requires you to change your rhythm, perspective and tools.
You can no longer rely on physical presence or everyday face-to-face interaction. You need to be intentional in every action, clear in every communication and, above all, consistent.
I’ve often found myself acting as a bridge between two different worlds: the Chinese business environment, which is fast-moving and highly results-oriented, and the corporate environment, which focuses on harmonisation, compliance and long-term sustainability.
Coordinating two different ERP systems requires a leadership style capable of balancing strategic vision with technical detail.
It’s a delicate balance. If you’re too rigid, you risk losing the agility of the local team. If you’re too flexible, you risk compromising global alignment.
For this reason, I’ve focused heavily on two areas.
The first is building trust: being present at key moments, listening to the needs of the Chinese team and recognising local achievements.
The second is creating clear processes and shared accountability. Rather than imposing solutions, the goal is to co-create them.
I’ve learnt that effective coordination doesn’t happen from the top down. It happens together, day by day.
It’s a form of leadership that constantly challenges you, but also enriches you enormously.
Ultimately, this isn’t simply about getting two systems to communicate. It’s about enabling two different perspectives on the world to communicate.
And when that happens, the results extend far beyond KPIs.
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The first part of our interview with Loris Seligardi highlights an increasingly important lesson for CIOs, IT leaders and digital transformation professionals: technology creates real value only when it is understood, contextualised and shared.
Through Loris’s experience, we explored the importance of listening, cross-cultural communication and empathetic leadership in complex global ERP transformation projects.
In the coming weeks, don’t miss the second part of the interview, where we will explore artificial intelligence, the evolving role of the IT department and the skills technology leaders will need to navigate the next wave of digital transformation.
Thank you to Loris Seligardi for reminding us that behind every successful technology transformation, there is always a human transformation.
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