Portfolio
I applied this method to my own companies before I ever took it into anyone else's. If you want a service delivered for you, rather than a manager inside the company, one of the ventures below does it directly.
Companies
A revenue-generation advisory studio for owner-run companies, and the flagship of my network: marketing, sales, management, and people, with AI agents installed inside the client team. Where scale and team execution are what you need, that is Kaveau; where you need one operator inside the company who makes it independent and sellable, that is me.
Site: kaveau.co
The same engine as Kaveau, for kingdom organizations: churches, non-profits, and faith-driven foundations that want corporate-grade processes without losing what they are.
Site: kovenant.co
High-performance advertising, Meta Ads, for companies billing from a million up. I run the strategy, my partner runs the media.
Site: monterosso.agency
Commercial intermediation out of Dubai, bringing Italian brands into the Emirates and the wider Middle East. I handle the commercial due diligence and the contract side, and I direct the operations as project manager, with licensed professionals on the legal work where it is needed.
Site: w-l.group
Wholesale of the best electro-medical and aesthetic technologies for the European market, to clinics and aesthetic-medicine centers. A distributor, but really a consultancy: every machine is tied to a revenue result, never bought for its own sake.
Site: reesolution.it
A skincare, cosmetics, and supplements brand I co-founded and built into a franchise-ready operation, direct-to-consumer in Italy and Poland, with a full operating system behind it.
Site: ewamack.com
A laser aesthetics center I built, the first in Italy to bring four-wavelength laser technology where the market had used a single one. Built as a franchise.
Site: 4ewer.com
A wellness and longevity franchise I built, on the health and longevity side of beauty, with its own line of services.
Site: longewa.com
A benefit-corporation startup in prestige Made in Italy skincare, mostly e-commerce for the United States, the United Kingdom, and Switzerland. Co-founded, trademark registered, taken to an investor-ready stage.
Site: anacapri.co
The family wine label, founded in 1949. The winery works entirely free-run, no pressing, a prestige niche wine in numbered bottles, up to 500 euro a bottle. My grandfather founded it. I re-founded it with my father and took it abroad.
Site: vinidelre.it
Pino Lento
The family wine brand from Calabria, dedicated to Pino, who gave the family wine its character: four generations, only the free-run wine, never pressed, no added sulfites. A thousand numbered bottles a year. It is not sold in stores: you get invited.
Site: pinolento.com
My uncle's industrial-decommissioning company, where I work alongside him. They strip and sell what stands above the ground and hand back clean land, on sites tied to names like Whirlpool, Coca-Cola, and Magneti Marelli. Context, not endorsements. He is the operator I describe in About, a fractional manager before the name existed.
Site: medisrl.net
Installation and maintenance of photovoltaic plants from a megawatt up. Another of the family companies I work alongside.
Site: solarservice.srl
Collaborations
Beyond the ventures I founded, I have worked inside other founders' organizations. One company, one piece of work.
A retail-technology company, led by its founder, behind the Cashmatic self-service payment line. I came in as a fractional manager and rebuilt the commercial engine from the floor up. (Full story below.)
A corporate training company in Rome. As HR manager for the sales department I rebuilt the recruiting system, designed the screening, automated the candidate flow, and trained the team to run it on its own. (Full story below.)
The consulting arm of the Leone Group. I led the HR project as strategic consultant: reaching the companies that needed to hire, and running the search, the screening, and the onboarding as their head hunter.
The product line of Genius Group. I ran a partner-evaluation study for them, mystery calls on quality, terms, and guarantees, and delivered a report on where they stood against a competing distributor.
A direct-sales company, a leader in fully natural latex mattresses, that had always sold through retail floors. I opened their digital marketing from scratch: the advertising, the funnel, the landing pages, and a new channel for luxury mattresses that did not depend on the stores.
A luxury Made in Italy kitchen brand built for the United States and the Gulf. I led a fundraising round of one and a half million for the brand's development and production, as the strategic consultant on the investment side.
The Quasar Institute for Advanced Design. I worked as HR manager for the marketing department, finding and bringing in the right marketers, alongside Luna Todaro.
A parents-and-children leadership program run with Roberto Cere in the Canary Islands in 2023, under Marco Barba. I was responsible for the youth side, mentoring and tutoring 63 young participants, as a certified MICAP coach.
The personal brand of Dr. Ewa Mackowiak, separate from the EWA MACK venture. As strategic consultant I built her positioning and guided the writing of her book, the one that established her in the well-aging market, where she was one of the first voices in Italy, and later in the niche of women in perimenopause.
As her business coach, I helped her get clear on the profession she wanted and how to position herself. She tells the story in her own words, in her testimonial.
Beyond licensing my own company there, I have done real work inside the free zone: company incorporations, renewals and residency, and I helped resolve a phishing attack targeting their brand.
A marketing agency in Calabria I co-founded. We worked on lead generation.
For the founders who asked me for confidentiality, I keep their names to myself.
Cases
The context changes. The kind of work is recognizable. What mattered in each was the shape of the work, not the number easiest to put on a slide, and under all of them the same mechanism: the system holds after I leave.
An Italian company led by its founder, in a traditional manufacturing sector. The first part was commercial: I helped it open a channel into the Middle East, with the order flows brokered through WL Group, so it could sell into a market it had never reached on its own.
The second part says the most about what this work really is. I stood next to the founder on the structured planning of what he had built, and I held one table together where there had been four: the lawyer, the accountant, the tax advisor, and the banker, run through one head instead of four conversations that never met. He had a single interlocutor, me, so he could keep running the company.
No single professional can take this on, because none of them sees the whole of it. It needs someone inside, trusted, holding the commercial, the financial, and the personal all at once. That is the kind of mandate I take when the trust is there.
A corporate training company in Rome, growing fast, with a sales operation that lived or died on its ability to bring the right people inside. The bottleneck was not the market: it was the company's own ability to find, screen, and close salespeople as a system, instead of scrambling every time a seat opened. I came in as HR manager for the sales department, with one mandate: fix that for good.
I rebuilt the recruiting engine from the ground up: a profile for each role, screening that dropped the wrong candidates early, a candidate flow that did not sit waiting. Through Rebels Consulting, the group's consulting arm, I ran the search and the onboarding as their head hunter, going after the right people instead of waiting for them to apply. Then I trained the team to run all of it without me.
After I left, the department could hire on its own, and the process held. Finding and closing people stopped depending on one person being in the room. That is the difference I am after: not one good hire, a company that keeps making them.
An Italian retail-technology company, led by its founder, behind the Cashmatic line of self-service payment systems. The founder was sure the company could not hold without him in the middle of everything: he ran several brands at once and all of them leaned on him. He did not call me with a brief, he called me to think something through, and what he actually needed was someone who would not stop at the thinking. It is the day I became a fractional manager instead of a consultant.
I pulled them apart, gave each a clear line, and got him out of the middle. Then I rebuilt the commercial engine from the floor up: a sales playbook that onboards new people, an appointment center so leads were worked instead of lost, an operating lease with internal buy-back and insurance so the offer carried its own guarantee, new products and services, and a steady layer of organic marketing underneath.
What changed was the shape of the company. Before, the founder had one salesperson; after, a commercial director and a real team, and enough standing in the market to negotiate better terms with the manufacturer. It could run without him in the middle of it. The project ended because it was done: I left for Warsaw, and we parted as friends.
Beyond the mandates and the ventures, there is the training and stage work. One example:
