A small number
of deep engagements.

A patented hardware invention sitting in a lab — no product, no market, no distribution.

Built the company from zero: product design, manufacturing, a global telecom partnership, sales operations across 50+ countries. Recognised as Gartner Cool Vendor.

Exit in April 2019. Product distributed globally through major retail and telecom channels.

A beloved global brand with broken internal processes, fragmented sales operations, and no commercial structure for scale.

Fixed processes, tools, and automation across the company. Restructured sales end to end: contracts, new business, distributor engagement rules, multi-channel management, branding alignment. People management.

Company acquired by a global tech corporation in October 2025.

A consumer health brand with unclear positioning, scattered sales, and no path to exit.

Cash management and financial discipline. Value proposition extraction and full rebranding. Sales restructuring. Led the entire M&A process from preparation to closing.

Acquired by a US health company in October 2024.

Italian industrial companies needed to adopt AI but lacked the infrastructure, the data discipline, and a technical partner who understood operations.

Built the company from a blockchain consultancy into a full AI adoption platform: enterprise AI agents connected to ERP and CRM systems, an on-premise internal-app platform, and a methodology for data readiness.

Operating platform with paying enterprise clients. AI agents automating procurement, sales, and warehouse processes.

Domain names and digital identity locked inside centralised registrars, with no interoperability across blockchain networks.

Built the entire tech stack: proprietary DNS bridging traditional and blockchain domains. Multi-chain architecture across major L1 and L2 networks. Scaled from idea to product with real revenue.

$2.5M seed round (2023). $6.5M Series A (2025). Operating globally with paying customers.

Three decades of tacit engineering know-how trapped in seven senior engineers.

We built an internal AI infrastructure that absorbs drawings, emails, voice notes and technical decisions into a single queryable knowledge base.

Engineering cycles reduced by 38 percent. Onboarding of new engineers cut from 14 months to 5.

Hospitals and clinics burn days matching shifts with qualified doctors across fragmented rosters, credentials, and availability windows.

We designed and built the AI layer that orchestrates matching: credential ingestion, availability graph, intelligent scheduling agents, and automated compliance checks. The platform learns from every shift assigned.

Matching time reduced from days to minutes. Live with pilot facilities. Platform operating as the backbone for on-demand medical staffing.

After acquisition, the real asset — decades of engineering knowledge, supplier relationships, and process shortcuts — lived in heads and scattered drives. Handover was happening by osmosis, slowly and incompletely.

We ran a consolidation pass across emails, drawings, transcripts and operational documents, and stood up an internal knowledge graph with AI agents sitting on top. The acquiring group could now query the acquired entity like any other operational system.

Integration timeline compressed. Knowledge no longer held hostage by any single person. Value assumed in the deal memo unlocked through operational clarity.