Cosa facciamo2017-02-07T15:34:51+01:00


  • Temporary management for business in one or more strategic functions (CEO, General Director, Head of Sales, Financial Director, Director of Operations, Managing Director)
  • Participation in company governance as acting, independent board member
  • Consulting for strategic business development projects that require an organizational reset or improvements in competitive advantages


Activity consists in analyzing and understanding the scenario in which the client company operates, as well as the evolutions it may engage in based on external situations, or those represented by internal commitments.

Development of a new business model or transformation of an existing business model makes it possible to:

  • Identify and empower new business skills inside the company: putting into play the most innovative value propositions and/or new services aimed at supplying greater competitive advantage.

  • Activating new value paths, in other words new paths aimed at revenues with increased operating margins and capable of guaranteeing higher cash flows.
  • nnovating roles/positions along the value chain, focusing on segments that demonstrate the highest competitive advantages.
  • Realizing more flexible and streamlined organization in order to reduce fixed costs for the company, increase efficiency and grow operating margins in order to free up financial resources and reduce working capital requirements.
  • Create new business organizations that can continuously reconfigure in order to best take advantage of opportunities or overcome critical junctures.
A business plan is an economic-financial plan that makes it possible to define and outline any entrepreneurial undertaking, including strategies, objectives and the economic, financial and patrimonial planning of a company.

A business plan can be a useful tool, even in companies that are already well-established. A good business plan makes it possible to control an entrepreneurial project, as well as the general performance of a company, and reevaluate and reconsider eventual operating choices.

In particular, drawing up a business plan constitutes the main element necessary to evaluate the economic-financial feasibility of an investment initiative aimed at:

  • Showing the entrepreneur the validity of his or her idea and how to develop his or her company.
  • Evaluating the validity of a project in order to decide financing or contributions from outside venture capitalists (which in this case are represented by banking institutions and local, national and international institutions).
  • Evaluating the sales and innovative potential of the project for agencies that promote innovation.
  • Developing and realizing a business plan aimed at evaluating the technical, economic and financial feasibility of an entrepreneurial business idea or project.

  • Analysis of the market and competitive context in which the project will develop.
  • Creation of an analytical economic forecasting model for the project, including structural costs the company will be required to bear.
  • Analysis of intellectual properties and the formulation of a protection strategy for a given business idea.
  • Analysis and identification of the best business model given the project functionalities.
  • Definition and scheduling of investments necessary to develop new products/services, production, certification and sales, based on a given time span, in line with the product/service lifecycle.
  • Development of a financial plan (budget) to determine cash flows generated by the project, division of financial resources subdivided between initial capital provided by the entrepreneur and external financing (market for debt and equity capital and / or soft loans).
  • Preparation of a detailed action plan (Gantt) that can demonstrate the activities that must be initiated, grouped together by intervention area and equipped with intermediary control points.
  • Evaluation of the startup team, including native skills and motivational analysis.
  • Support for the creation of the business and its governance model.
Project finance” is a financial technique used for projects with an autonomous capacity for generating revenue, and makes it possible to attract financing through the creation of an “ad hoc vehicle” known as an SPV (Special Purpose Vehicle).

This mechanism makes it possible to achieve two main objectives:

  • Limit the financial burden on backers (or sponsors)
  • Guarantee sponsor interest by illustrating cash flows expected from the project.

As part of a project financing endeavor, we assist our clients in building a financial-economic model aimed at:

  • Evaluating the economic feasibility and financial sustainability of the project. This process takes place through the elaboration of a mathematical model that can verify whether or not the cash flow generated by the project is sufficient to cover operating costs, pay back debt capital and guarantee profits for sponsors as remuneration for the risk capital they’ve provided.
  • It also involves creating ring fencing (i.e. a new subject), a special purpose vehicle (SPV) entrusted with the funds necessary to realize the project, joined by separating the project from the sponsor(s) budget or balance sheets (an off-balance operation).
We work alongside and support entrepreneurs in small- and medium-sized companies, regardless of size or the sector they operate in, during their growth process for external lines, i.e. through a path of aggregation with other entrepreneurial realities identified as strategic for increasing value.

We handle this process in a complete, structured manner through all its different activity phases:

  • The pre-operation phase: in other words verifying the strategic coherency and organizational and financial sustainability of the aggregation activity.
  • The post-operation phase: in other words overseeing organizational integration in all aspects necessary to support the launch and development of a new reality created by the operation.

Our material support is supplied through the following activities:

Analysis/diagnostics: activities aimed at gaining a deep understanding of the sectors and markets of reference in which the company works, as well as measuring the aggregation potential present within the following:

  • Analysis of current sector
  • Analysis of the market of reference
  • Analysis of similar strategic positions and correlated businesses

Design activities: work aimed at imposing guidelines for strategy and the growth and repositioning plan; as well as defining/exploding the company’s expected objectives.

  • Definition of the best growth strategy for each external line
  • Definition of the ideal partner profile
  • Economic/financial screening and evaluation of potential partners


  • Managerial support for the activation of generational change
  • Legal support for the company structure and protection of the company patrimony during generational change
  • Coaching activities designed to safeguard company continuity through the discovery of company values and objectives, as well as the various roles fulfilled by protagonists
Managing generational change is a crucial activity for small- and medium-sized companies characterized by coinciding roles between entrepreneurs and management.

This activity becomes even more critical in the case of family-owned and -run businesses, which display an ulterior overlapping of professional and personal roles.

Some research data shows how, on a national level in Italy and at a European level in general, two out of every three family businesses risk dissolution during the transitional phase. Yet entrepreneurs often underestimate this risk: very few entrepreneurs feel directly threatened by company transition.

Therefore the transition and succession phase represents a moment of crisis and risk, but is, at the same time, an excellent opportunity for evaluating the efficacy of company strategy, the needs of the business and the evolution horizons available to the company.

Our experience and specialization in this field allows us to favor both the growth and professionalization of the “family” within the company, as well as increase the company’s innate managerial capacity.

Our approach involves paying particular attention to the relationship between company tradition and the innovation required by the continuous, growing transformation of the market and the overall competitive scenario.

We believe it is fundamental to help entrepreneurs maintain the history of their company during generational change, recognizing and valuing the specific elements of success, as well as a carefully-designed, creative and innovative vision of what their company might become in the future.