I help ambitious HR-tech businesses turn early momentum into a durable global revenue engine — with the team, operating system and local market confidence to scale beyond $100M ARR.
Why this is the right fit ↓At $15M ARR, the priority is not simply selling more. It is creating a repeatable global commercial model: the right leaders, clear segmentation, disciplined forecasting and a customer narrative that travels.
I have built this transition repeatedly. My next step is to lead it as VP Global Sales: working with real autonomy to shape the GTM strategy, build the team and make growth repeatable.
Italian payroll and HR technology remains a legacy market with extraordinary room for a modern, trusted category leader. Jet HR has the opportunity to make complex employment infrastructure feel simple, software-led and essential.
After six years at HiBob, I am ready to take on a global mandate and the freedom to build the best go-to-market engine from the ground up — applying the lessons of a scale-up journey in a new, high-conviction setting.
I have studied and lived in Italy for years, and understand its culture and local nuance. I have led this journey twice already, improving the playbook each time. I am a doer at heart and a shaker by default — with the experience, energy and resilience to deliver for Jet HR.
I do my best work where there is trust, clear ambition and the autonomy to turn insight into action. I build teams that can own outcomes, not just execute tasks; I make the hard GTM choices early; and I create a commercial rhythm that helps a company move faster as it grows.
Autonomy with accountability. Strategy with execution.Entrepreneurial in mindset. Disciplined in execution.
Segmentation, territory design, qualification, forecast discipline and leadership cadences that make growth measurable and repeatable.
I recruit, coach and retain high-performing sales, XDR and channel leaders who can carry a common standard across markets.
Fluent Italian and SDA Bocconi roots bring immediate Milan credibility; European and US-market experience brings the wider commercial horizon.
Across seven territories, I built and led a 60-person Sales, XDR and Channel organisation. MEDDPICC, Clari and rigorous pipeline governance turned a high-growth opportunity into a repeatable revenue engine.
SDA Bocconi educated and fluent in Italian, I bring cultural fluency as well as commercial experience. I have built credibility with teams and customers from Milan to London, Stockholm to Barcelona — and extensively with the US market.
Make regulatory depth, payroll accuracy and labour-consultant integration a moat — not a service burden.
↗Expand HR, time, compliance and finance adoption so multi-product value compounds beyond the payroll point solution.
↗Make retention, gross margin and acquisition efficiency strong enough to earn a software multiple at scale.
↗Prove the Italian playbook first, then take one high-complexity market at a time with the right local depth.
↗A unicorn outcome is not simply a funding milestone. It requires a credible path to category leadership, durable growth and software-quality unit economics.
At a 10× ARR multiple, the route to a $1B valuation is $100M ARR. A 15–20× multiple brings the threshold down, but demands exceptional growth, retention and market conviction.
The commercial challenge: turn the strength of the Italian payroll wedge into a repeatable, multi-product operating system for SMEs — then show that it can travel.
Illustrative ARR thresholds for a $1B valuation. The operating target should be $100M ARR, backed by strong retention, margin and efficient growth.
These are working targets to validate with management — not claims about Jet HR today. They turn “grow to $100M” into a measurable operating plan.
North-star sequenceProve repeatability → expand efficiently → make the company cash-generative.
Definitions must be agreed first: gross margin by product, fully loaded acquisition cost, retention cohorts and contribution margin.Segment CAC and payback by customer size, channel and product. Fund the channels that recover their cost fastest; stop scaling the ones that only look efficient before sales and onboarding costs are included.
Lifetime value comes from gross margin, retention and expansion — not optimistic contract lengths. Track logo churn, net revenue retention and multi-product adoption by cohort every month.
As the core engine becomes repeatable, set a clear cash-breakeven horizon and use a Rule of 40-style guardrail: growth rate plus operating margin. Growth investment should have a visible return path, not an indefinite burn profile.
Understand customer cohorts, unit economics, product-market fit, the commercial team and the founder ambition. Agree the facts that matter and identify the few constraints holding back repeatable growth.
Align the ideal customer profile, segmentation, channel strategy, sales process, capacity plan and success hand-offs. Establish the operating cadence and the metrics that every leader will use.
Present the $30M, $50M and $100M growth plan: investment choices, hiring sequence, leading indicators, decision dates and the commercial narrative that connects Italy’s wedge to a wider platform.
Fully loaded by segment and channel; target a clear payback threshold before scaling spend.
Measure from realised gross margin and retention; build toward a healthy 3–5× relationship.
Track logo retention, revenue retention and expansion by cohort — the quality behind the ARR.
Set consistent coverage, conversion and sales-capacity assumptions by segment.
Show that productisation improves gross margin as the business scales.
Agree the investment horizon and the evidence required to earn the next phase of spend.
A concise record of 20+ years scaling B2B SaaS revenue, global teams and go-to-market organisations.
Download CV ↓A concise view of my leadership approach, international experience and operating principles for ambitious growth businesses.
Download executive bio ↓Ready for the next build