Twenty-five years at the centre of how Europe protects its people at work.

The story so far

My career began in 1995 inside a Generali agency in Vigevano, learning insurance the way it is genuinely learned — policy by policy, client by client. That grounding still shapes how I lead: strategy only matters when the service behind it works on an ordinary Tuesday for an ordinary employee.

From Marsh and Europ Assistance to ING and AIG, I moved from account management into building. At AIG I opened the Milan branch office and developed three business lines — Employee Benefits, Creditor Insurance and Direct Marketing — assembling the reinsurer, broker and banking relationships that made them viable. International programmes at AIG School in Paris and the European Talent Forum in New York shaped how I negotiate, communicate and lead.

Consulting at Mercer sharpened the technical side: auditing and redesigning medical, accident, life and disability programmes, advising on fiscal legislation and collective labour agreements, and running multinational pooling for global employers. It was there I delivered my first Flexible Benefits project, from feasibility and tax analysis through to platform and go-to-market.

At Willis Towers Watson I turned that early conviction into a market. In 2012 I pioneered Flexible Benefits in Italy and spent nine years building the national Health & Benefits business and a team of more than 120 people. As CEO of Generali Welion I then took on the operating side of health at national scale — 400+ colleagues, hospital networks, claims administration, telemedicine and mass vaccination campaigns.

Today, at Howden Italia, I am building again: a complete Employee Benefits and Well-being platform created from inception, combining brokerage, advisory, claims, healthcare networks, retirement consulting, flexible benefits and digital well-being.

Leadership philosophy

I believe benefits are not a cost line — they are the most visible promise an employer makes to its people. My work is to make that promise credible, affordable and measurable. That means commercial discipline and human empathy in the same conversation.

I lead by building capability rather than dependency. Across every organisation I have led, the outcome I am proudest of is the number of consultants, managers and executives who grew there and went on to lead elsewhere. Complex matrix environments reward leaders who create clarity; I aim to be that clarity for my teams and my clients.