This year, Soft Strategy Group is expected to reach €78 million in revenue, representing 11% growth compared with the previous year. When the Group first started out, did you imagine its two companies could grow to this scale?
I’m very pleased with the Group’s growth trajectory. Looking at the past two years, for example, we closed 2024 with revenue of more than €70 million and expect to close 2025 at €78 million, in line with the 10% growth target we set with the top management team. Overall, the Group’s organic growth has been consistent with both our expectations and market trends.
“People First” is a central part of the Group’s philosophy and corporate communications. How does this translate into day-to-day management practices, particularly as the business continues to grow rapidly?
“People First” growth means scaling in more than just numbers. It means improving the quality of the workplace and turning every stage of expansion into an opportunity to strengthen our human capital.
In practice, this means putting people at the center of what we do. We invest in employee benefits, work-life balance, continuous learning, and personalized career development. These are essential not only to support rapid expansion, but also to attract and retain talent.
Our goal is to create an inclusive, engaging, and productive workplace with a long-term perspective. I believe this gives us the flexibility we need to scale sustainably while continuing to pursue our objectives.
The Group made a number of significant strategic decisions in 2023 and 2024. How do these choices fit into a consistent, long-term vision?
The strategic decisions we made in 2023 and 2024 are part of a broader vision centered on sustainable growth and the opportunities created by digital transformation across all three of our practices: Advisory, Information Technology, and Digital Operations.
Our business model is built around partnerships, innovation, and talent development. This enables us to respond effectively to evolving market challenges. We also intend to harness the potential of Artificial Intelligence as a driver of growth, while maintaining disciplined financial management in alignment with our shareholder.
Artificial Intelligence features in many of the Group’s recent initiatives, including the Advanced Service Desk, Lyra, and the Innovative Solution Hub. How is AI being approached from a strategic perspective?
Soft Strategy Group has always been committed to developing and bringing to market innovative, technology-driven processes. Today, our focus in Artificial Intelligence is on bringing the expertise we have developed across different projects into a single framework built around three core assets:
- an AI-powered computer vision engine for 2D and 3D analysis, designed to optimize preventive and predictive maintenance processes;
- a Generative AI platform designed to streamline information retrieval from unstructured sources;
- a tool capable of processing Big Data to develop highly accurate predictive and decision-making models based on supervised and unsupervised learning.
These capabilities represent where we are today, but there is still significant scope to strengthen them. A recent step in this direction has been the appointment of a manager dedicated specifically to AI and Innovation, further expanding the Group’s expertise in this area.
What inspires you every day in your role as the Group’s shareholder?
We are inspired by a vision of an ethical and sustainable digital future. We put people at the heart of technological progress while supporting businesses and institutions throughout their digital transformation.
Our ambition is to deliver innovative and responsible solutions, with a strong commitment to inclusion, environmental sustainability, and continuous growth.
How do you see the Italian public sector evolving, and where do you see the greatest opportunities?
The Italian Public Administration has faced chronic understaffing for decades, a situation compounded by repeated hiring freezes over the past 40 years. As a result, the public sector is not yet fully equipped to address the organizational transformation brought about by the ongoing digital revolution.
Against this backdrop, significant opportunities lie in the digitalization of public services, new models of flexible working, and the broader integration of Artificial Intelligence across the public sector.
Looking five years ahead, what transformations or milestones do you see for the Group?
The guidelines of the business plan we developed with the Management Team in 2022, when I became the Group’s sole Owner, were built around sustainable growth, with specific targets for revenue, EBITDA, and operating cash flow. Over the past three years, we have fully achieved those objectives.
Our strategy remains unchanged. We are focused on sustainable development, including through acquisitions, which I see as essential to both diversifying our offering and broadening our revenue mix. At the same time, we will continue to prioritize talent attraction and employee well-being, technological innovation, welfare programs, and investment in high-value areas, while maintaining our ESG commitments and expanding into high-growth markets.
Looking at our competitors – both established Italian firms and international players – what do you believe truly sets us apart?
One of our strongest differentiators is undoubtedly the synergy between our three practices, a combination that is rarely found within a single Group.
Another key factor is our Corporate Governance. We have built an outstanding top and middle management team. This reflects my belief, as shareholder, that sustainable growth can only be achieved by bringing in high-quality external management. Starting with our CEO, Emanuele Candela – and translating our vision across every area of the Group.
Our commercial approach is another important differentiator. Rather than relying primarily on management presentations, we focus on our case studies and client references. This allows prospective clients to understand the kind of work we do and the results we deliver. It also helps them make informed decisions based on tangible evidence. I believe this represents a significant competitive advantage for us.
What is the best advice you’ve ever received – and the best advice you’ve given?
I’m not sure I’ve ever given anyone particularly good advice. Those who know me well will have to judge that for themselves.
As for the best advice I’ve received, I’ve been fortunate to learn from many great mentors over the years. If I had to choose one lesson, it would be to devote more attention to listening to others than to making yourself heard.
If you were hiring someone tomorrow, what three qualities would be non-negotiable?
Without necessarily turning to Goleman, I would identify three essential soft skills, when hiring: emotional intelligence and teamwork, work ethic, and proactivity.
Together with other qualities, these form what I consider the essential foundation for building positive relationships within an organization and contributing effectively to its goals.
What has been the most difficult decision you’ve made as an entrepreneur?
I’m a first-generation entrepreneur, but I’m already on my third entrepreneurial journey, having previously founded, developed, and sold two other businesses that continue to grow and evolve under their new ownership.
Soft Strategy Group as we know it today is the result of founding Nethex in 2009 and acquiring Soft Strategy in 2015. As you can imagine, I’ve had to make many difficult decisions over the years. But there are two things I would particularly like to highlight: one is a reality of entrepreneurship, and the other is a principle I try to follow.
The first is the “solitude” that entrepreneurs inevitably experience at certain moments. For example, when they have to make decisions that cannot simply be guided by theory. It is an inevitable part of the job.
The second is the importance of open discussion. Creating space for genuine and candid debate – particularly with the colleagues you work with most closely – is both essential and invaluable.
In your view, what is the most important quality for an effective leader today?
Humility. It strengthens relationships within an organization and the connections between people, reduces stress, and ultimately creates the conditions for long-term success and genuine leadership.
If you could change one thing about the Italian consulting market, what would it be?
I don’t believe I have the specific expertise – nor would I presume – to say what should be changed in the consulting industry. More broadly, however, I believe we could all benefit from listening more carefully to people. This definetely helps to develop a deeper understanding of our clients’ real needs.
What aspect of our Group are you most proud of?
I would describe it as our “quiet professionalism”. The expertise that is reflected in what we know and how we behave. Through courtesy, respect, attention to detail, and the emotional intelligence that underpins all of these qualities.
What would you like the Group to be remembered for?
For the corporate culture it embodies and passes on.
What is the greatest risk facing entrepreneurs today?
Instability.
Soft Strategy Group in one word?
Pride.