1. Chapter One: The Origins of a Passion

How did your interest in technology—and especially in the ERP world—begin?

My passion for technology started when I was a teenager in the late 1990s, when the first personal computers began entering people’s homes. I had an old Commodore 64 and spent hours dismantling it, trying to understand how it worked and experimenting with the basics of programming in Basic. It was a fascinating time when everything seemed possible with a few lines of code and a bit of patience.

That was the era when those systems were being replaced by more modern technologies: the first PCs with Windows arrived, and they had the big advantage of being assembled with different components. This opened a whole new world for me. I enjoyed building computers “piece by piece,” choosing motherboards, RAM, and hard drives, and then setting up the operating system. It was a kind of digital craftsmanship that taught me a lot about system logic, interoperability, and the need for well-designed infrastructures.

My transition into the ERP world came during university, when I discovered enterprise information systems. I was immediately struck by the power of these tools: they could connect different processes, functions, and people. An ERP is much more than software—it’s the operational brain of a company. From that moment on, it felt natural for me to enter this world and contribute to creating solutions that would make people’s work more effective and help organizations grow and transform.

What brought you to Amplifon? Was there a key moment that shaped your journey?

Before joining Amplifon, I worked in very different industries—such as the cruise sector and manufacturing—but always with a common thread: using technology to support operations and enhance the experience, whether for customers or internal users. These experiences gave me a cross-functional view of business processes and a pragmatic approach to technology, seeing it as a real lever to solve complex problems and enable business processes.

When I arrived at Amplifon, my first big challenge was leading the digital transformation in the HR area. It was a rapidly evolving environment, requiring us to build a dedicated team from scratch and implement various global HRIS platforms. It wasn’t just about technology—it was about redefining how people experienced HR processes: from talent management to performance, from training to recruitment. It was a real testing ground in terms of change management, strategic vision, and working in synergy with the HR function. Looking back, I believe this project marked the beginning of my journey at Amplifon as a continuous challenge of transformation, growth, and innovation.

What were the first “pain points” in your career that taught you something important?

The biggest challenges were never technical—they were human. I learned early on that the main obstacle in IT projects is resistance to change. It’s not enough to implement a new platform; you have to convince people to adopt it, show them the value of the transformation, and align everyone toward a shared goal.

Another critical aspect was helping decision-makers understand the strategic value of investing in technology. Often, the return isn’t immediate, but without certain innovations, a company risks falling behind. Finally, one of the most important lessons I’ve learned is the need to make IT teams and business functions work together as true co-workers—breaking down barriers between “those who create technology” and “those who use it.” When that alignment works, projects are executed better and have a real, lasting impact.

 

2. Chapter Two: ERP Between Milan and Shanghai — The Challenge of a Global Project

Can you tell us about the project you’re leading in China? What are the main objectives and complexities?

The project we’re running in China is one of the most complex and stimulating I’ve ever worked on. At its core is a profound transformation of the operating model, moving toward a centralized setup, with a single warehouse managing inventory and orders for the entire sales network.

But the real heart of the complexity lies in technology and architecture. In China, we use a local ERP system, different from our corporate standard. These two systems need to communicate smoothly and securely, exchanging critical data like purchase orders (PO), advance shipping notices (ASN), invoices, order confirmations, and reconciliations. On the corporate side, our platform is integrated via EDI (Electronic Data Interchange) with our global suppliers’ systems.

It’s a chain that must work like clockwork—with clearly defined standards, but also with the flexibility to adapt to local specificities. The ultimate goal is to build an integrated, scalable ecosystem that supports growth and enables efficient operations in a strategic, constantly evolving market like China.

What communication and cultural challenges have you encountered working between Italian and Chinese teams?

You can bridge physical distance with technology, but cultural distance requires patience, curiosity, and above all, strong relationship-building. One of the most evident challenges lies in how problems are approached: in Italy, we’re used to direct and often informal discussions, while in China, interactions are more structured, with strong respect for hierarchies and more formal communication.

In such a complex environment—where local teams work on a Chinese ERP and corporate teams on a different platform—every misunderstanding can turn into a project bug. Data flows between the two systems are highly technical (POs, ASNs, invoices, order confirmations) but making them work requires a shared understanding of what they mean in daily operations. I’ve learned that for every data flow, you also need a strong human flow: aligning definitions, expectations, and timelines.

Often, the key was to “translate”—not just the language but also the concepts—so that everyone, whether in IT, operations, or finance, shared the same vision. We put a lot of effort into shared documentation, joint demos, and even small gestures—a thank-you message, an informal alignment call, or constructive feedback. These are the things that make a real difference when working across time zones and cultures.

How have you adapted your leadership style to coordinate such a geographically and culturally distant project?

Leadership in a global project like this requires changing your pace, perspective, and tools. You can no longer rely on physical presence or daily interaction—you have to be intentional in every action, clear in every communication, and above all, consistent in your decisions.

I often found myself acting as a bridge between very different worlds: the fast-paced, results-oriented Chinese business environment and the corporate world, which focuses on harmonization, compliance, and long-term sustainability. Coordinating two different ERPs required a leadership style that could hold together a strategic vision with technical attention to detail. It’s a delicate balance: if you’re too rigid, you lose the agility of the local team; if you’re too flexible, you risk compromising global alignment.

That’s why I focused on two key areas. First, building trust—being present at key moments, listening to the Chinese team’s needs, and celebrating local successes. Second, creating clear processes and shared responsibilities—not imposing solutions, but co-creating them. I’ve learned that real coordination doesn’t happen “from the top” but “together,” day by day.

It’s a leadership style that constantly challenges you but also deeply enriches you. In the end, it’s not just about making two systems communicate—it’s about connecting two worldviews. And when you succeed, the results go far beyond the KPIs.

 

3. Chapter Three: The Human Side of Technology

What personal qualities help you most in your role?

In a role like mine, technical skills are just part of the equation. What really makes a difference every day is the ability to listen, understand people, and put yourself in their shoes. I believe one of the qualities that helps me most is curiosity—not just about technologies, but especially about other people’s perspectives. I love having someone explain how a process works, whether it’s a store manager in China or a controller in Italy, because that’s the only way I can build meaningful solutions that speak the language of the business.

Another quality I try to cultivate is resilience—not as passive endurance, but as adaptability and a willingness to learn continuously. Projects change, priorities shift, and obstacles often arise when you least expect them. Staying clear-headed, knowing when to push forward and when to pause and reflect, is something you build with experience.

And then, I would say, mediation skills. My role is often about building bridges: between IT and business, between headquarters and local teams, between vision and execution. And to do that, you need empathy, clarity, and a fair amount of diplomacy.

How do you handle stress, conflicts, or critical moments in complex projects like this?

Stress is part of the job—especially when you work on international projects with time zone differences, demanding stakeholders, and technologies that sometimes don’t work as they should.

The first thing I try to do is not to face it alone. I’ve learned that sharing challenges with the team—even simply saying, “Guys, this point is critical, let’s figure it out together”—helps release pressure and often leads to better solutions. For me, team spirit is the first safety valve.

Then there’s a more personal aspect: I try to carve out small moments to decompress, even during the busiest days. Sometimes a walk, an hour without notifications, or a casual chat is enough to regain perspective.

Finally, when conflicts arise—which is inevitable, especially when different cultures and priorities are involved—I always try to bring the discussion back to the shared “why.” When you refocus on the common goal, tensions often ease, and energies realign.

Is there a particular anecdote or difficult moment that stood out to you during this project in China?

One of the moments I remember most vividly wasn’t about a technical crisis, but rather a turning point in team understanding. After weeks of workshops, discussions, and clarifications about the new operating model and transfer pricing, I still sensed some resistance from the local team—especially from the finance and administration side.

There was a fear that the corporate’s involvement, with its global suppliers and pricing rules, would undermine the Chinese subsidiary’s autonomy and negatively impact its local P&L. And even though we had already discussed this in detail, it felt like something was still missing for full understanding.

Then, during a particularly intense meeting, the Chinese finance director—a very detail-oriented and thoughtful person—paused and said: “So, actually… we are gaining access to better prices and branded products, and this can help us grow. Not lose.”

At that moment, I knew the message had finally landed. It wasn’t about taking something away from the subsidiary—it was about enabling the Chinese team to make a qualitative leap by leveraging the group’s bargaining power and offering a stronger, more recognizable market proposition.

And not just that: having access to Amplifon-branded products, integrated with services and digital apps, would allow them to increase volumes, improve margins, and potentially even raise average selling prices. It was a turning point, because from that moment on, the dialogue shifted—from “What are you imposing on us?” to “How can we make this work together?”

For me, it was a powerful reminder: transformations only work when they become shared journeys. And sometimes, all it takes is patience, attentive listening, and the right moment for everything to fall into place.

 

4. Chapter Four: AI and the Future of the IT Role

How is artificial intelligence impacting the ERP world and your daily work?

Artificial intelligence is entering the ERP world quietly—but with enormous potential. Today, we mostly see it in the form of intelligent automation, predictive suggestions, automatic classifications, and advanced data analysis. It’s not yet a total revolution, but it feels like we’re witnessing the first steps of something that will soon radically change the rules of the game.

In my daily work, its impact is becoming more and more noticeable. At Amplifon, we’ve already introduced some intelligent automations that are making a real difference. One concrete example is the automatic recognition of invoices for indirect purchases: using OCR (Optical Character Recognition) algorithms combined with AI, invoices are read, interpreted, and classified automatically. What used to be a manual task—prone to errors and delays—is now smooth, traceable, and far more efficient.

Another example is IDR – Intelligent Document Recognition: a technology that combines AI and machine learning to intelligently extract relevant information from both structured and unstructured documents, such as order forms, delivery notes, or contracts. This allows us to automate processes that previously required human review, line by line.

We also use RPA – Robotic Process Automation: a technology that simulates human user actions, but faster and without interruptions. In practice, we create software “bots” that perform repetitive tasks across different systems—extracting data, comparing information, populating ERP screens, or sending notifications. RPA has helped us, for example, manage quality control processes, reconcile data between legacy systems and cloud platforms, and ensure consistency in onboarding processes.

All this lightens the workload for people, frees up time, reduces human error, and allows us to focus on what truly requires attention and critical thinking.

It’s a paradigm shift: moving from reaction to prediction, from data entry to data enhancement. For those of us working with systems, it’s a push to go beyond the technical aspect and understand the value each automation can generate for the business.

Are teams feeling more enthusiasm or concern when it comes to adopting AI?

I would say both. On the one hand, there’s a lot of curiosity—especially among younger colleagues or those working closely with data and analytics. On the other hand, there’s a subtle concern about the idea that AI might somehow “replace” roles, skills, or even entire teams.

What we need to do is reduce anxiety and raise awareness. AI is not an enemy, but an ally. But for it to truly become that, people need to know it, test it, and integrate it into real processes. That’s why we promote hands-on experiments: small pilots, targeted use cases, with strong involvement from the functional teams.

This is how you move from fear to excitement—when people see for themselves that AI isn’t here to replace them, but to amplify their impact. That it helps them focus on what really matters: making better decisions and reducing mistakes and frustrations.

Do you think AI will truly change the role of the CIO and IT teams in the coming years?

Absolutely—and it’s already starting to happen. The CIO’s role will no longer be just about “keeping the systems running” but increasingly about being a catalyst for innovation. AI will push IT teams to step outside their traditional scope and become true strategic partners for the business. This will require new skills, of course, but also a change in mindset: less control, more collaboration. Less focus on technology itself, and more on the value it creates.

The CIO will need to speak the language of data, sustainability, and user experience. They’ll have to build hybrid teams, blending traditional skills with emerging ones like data science, prompt engineering, and intelligent process design.

I also believe our decision-making will change increasingly supported by real-time insights, from systems that learn and adapt. This won’t reduce the human role—on the contrary, it will make it even more critical. AI can point you in a direction, but intuition, context, and accountability are what help you choose the right one.

The future of IT won’t be just technological. It will be, more than ever, human.

 

5. Chapter Five: Lessons Learned and Future Horizons

What have you learned from this project, both personally and professionally?

Professionally, this project confirmed for me how essential it is to build bridges between seemingly distant worlds. And I don’t just mean technology or time zones—but mentalities, priorities, and corporate cultures. Working between Italy and China taught me a simple yet powerful truth: technology only works when it manages to meet the needs of its users—not just when it’s “technically correct.”

On a personal level, I’ve learned—or perhaps rediscovered—the value of listening. In a complex context like this, with countless variables and pressures, the temptation is often to speed up, make quick decisions, and simplify. But sometimes, you need to slow down, listen to resistance, read between the lines, and give people the time they need to process. That’s where real trust is built.

And there’s a less visible but perhaps even more important lesson: accepting that you can’t control everything. An international project forces you to delegate, to trust your teams, to embrace unpredictability, and to react with flexibility. In a way, this has helped me become a more mature leader—less of an “architect” and more of a “coach.”

What are the most important skills for those who want to work on international IT projects today?

Technical skills are the starting point—but they’re not enough on their own. If I had to highlight three skills that really make a difference today, they would be:

• Translation ability: You have to speak multiple “languages”—meaning the ability to translate a business need into a technical requirement, and vice versa. Those who can bridge IT and business, headquarters and local teams, stakeholders and delivery teams, become indispensable.
• Cultural sensitivity: Working on global projects requires the ability to understand local contexts and realize that what works in Italy might not be applicable in China or the U.S. It takes respect, flexibility, and sometimes the skill to mediate hybrid solutions.
• Change management: International projects aren’t just about deploying technology—they’re deep transformation processes. Those who lead them must know how to manage resistance, communicate the “why,” and guide people through change. This is a skill that combines psychology, leadership, and organizational know-how.

What advice would you give a young professional who dreams of leading complex projects like yours?

The sincerest advice I can give is start with people, not systems. Study, explore technology, be curious—but always remember that the value of what you implement depends on how it improves the lives of those who use it.

Don’t be afraid to get your hands dirty: dive into the details, follow operations, listen to users. That’s where you’ll really understand how a company works. Big projects aren’t managed only from above—they’re led best when you truly know the field.

And above all: don’t wait for the perfect moment to feel “ready.” No one ever really is. Learn to trust your instincts, to surround yourself with people who are better than you at something, and to work with those who challenge you constructively. Complexity isn’t something you eliminate—it’s something you embrace and manage.

Being a leader in IT today means holding together the future and the present, data and people, vision and realism. If you’re passionate about building things that last and truly change the way people work… you’re on the right path.

How do you imagine the IT role will evolve over the next 10 years?

I believe that in ten years, the IT role will be even more hybrid and pervasive. The distinction between “IT” and “business” will tend to disappear—there won’t be a department “serving” the others, but rather a network of cross-functional skills co-designing digital solutions together.

IT won’t just be an enabler—it will become a strategic lever to drive growth, enter new markets, and manage global complexity. IT professionals will need to speak the language of data, AI, sustainability—alongside that of operations, compliance, and customer experience. It won’t be enough to know “how a system works”—you’ll need to understand why it’s implemented, the value it creates, and how it evolves over time.

At the same time, IT will need to maintain a strong focus on ethics, security, and governance. The smarter technology becomes, the more we’ll need people who can ask the right questions—not just provide technical answers.

In this scenario, I see future IT professionals as orchestrators—connectors of intelligence—capable of managing decentralized solutions, global ecosystems, autonomous automation, and a growing demand for personalization.

And perhaps the paradox is precisely this: the more technology advances, the more human leadership will be needed to guide it.