TREAT IT AS IF IT WERE YOURS.
Facility management taught me that every decision leaves a consequence in the building, budget and team. I carry that owner mindset into temporary venues and freelance assignments.
ABOUTTORINO, ITALIA, 1981 · INTERNATIONAL MOBILITY
VENUE MANAGEMENT
IS NOT A TITLE I ARRIVED AT.
It is the way I have always worked: understand the place, organise the people, protect the operation, make the decision and take responsibility for what happens next.
THE RED THREAD
THE SCALE CHANGED.
THE MINDSET DIDN'T.
I started organising things long before events became my profession. Over time that instinct became a career across sports facilities, competition management, project direction, venue operations, site management and sports governance.
What connects those roles is not the job title. It is responsibility for an operating environment: turning a place, a plan and a group of specialised people into one functioning system.
That is why I see a venue as more than a building — and why I have often found myself doing venue-management work even before the title formally appeared on the organisation chart.
HOW I WORK
OWN THE PROBLEM.
BUILD THE SYSTEM.
MAKE COMPLEXITY OPERABLE.
Functions, contractors and stakeholders do not need to become the same. They need a shared operating logic, clear priorities and a venue rhythm that lets each professional do their job.
DECIDE CLOSE TO REALITY.
I like plans, schedules and governance — but I trust them only when they work on the ground. The site, the people and the live operation are where assumptions get tested.
LEAVE THE PLACE RIGHT.
Readiness and live delivery matter. So do reset, reinstatement and handover. A project is not finished when the audience leaves.
TWO SIDES OF THE CAREER
OPERATIONS
+ EXECUTIVE VIEW.
My background combines hands-on venue and facility responsibility with Board-level sports governance. That mix changed the questions I ask.
Operations asks: can we open safely, on time and ready? Governance asks: why are we doing this, who does it serve, how is it funded and who owns the consequence? I find both perspectives useful in the same room.
20+ yrsEvent, venue and facility management.
3 mandatesFIBS Federal Board, 2016–2028.
EuropeCEB Executive Committee and WBSC Europe Vice Presidency.
GlobalItaly-based, internationally mobile for major projects.
01↗02↗03↗
PROJECTS
Major Games, competition and event direction.
Olympic delivery, Asian Games, international sport and full-project responsibility.
FACILITY MANAGEMENT
The owner mindset behind the venue work.
Passo Buole and J.F. Kennedy: operations, maintenance, programming, concessions and continuity.
GOVERNANCE
Regional, national and continental perspective.
Identity, development systems, accountability and institutional transformation.
WHAT NEXT
MAJOR GAMES.
VENUES.
FACILITIES.
I am Italy-based and globally mobile, with a preference for substantial project-based assignments and major event delivery programmes.
My primary direction is senior venue, site, operations and event-delivery leadership — roles where operational depth, stakeholder management and an executive view of the project need to coexist.