Founder and managing partner, Maia Lafortezza
Maia Lafortezza founded the firm in 2019 after nearly two decades across corporate finance, strategy consulting and operations. She began her career in transaction advisory, led growth and operating-model projects for mid-market and family-owned companies, and then served as chief operating officer of a European industrial group through a period of rapid expansion. Today she leads the firm's strategy and leadership practices, advises founders and boards directly, and writes on operating models, decision rights and building companies that last. She works in English, Italian and French.
Scale alone no longer protects a mid-sized company. Maia Lafortezza maps the five sources of advantage that still hold under pressure, and how to build them on purpose.
A new COO has about ninety days to earn trust and find the real constraints. A week-by-week guide for the hire and the founder.
Annual plans break on contact with reality. A quarterly operating cadence keeps strategy alive without endless re-planning.
Slow organizations are rarely short of talent. They are short of clarity about who decides what, and by when.
You do not need a planning department to prepare for three futures. A one-afternoon template for leadership teams.
Most offsites produce a good dinner and a forgotten flipchart. The design choices that make one change how a team works.
A second-generation owner on handing over a sixty-year-old company without losing what made it work.
The opportunities that sink growing companies are rarely bad ones. Why a written stop list is a strategy tool.
How a regional engineering firm narrowed its focus, rewrote its pitch and doubled its proposal win rate in a year.
You cannot outbid large companies for senior talent. You can out-design them on role, scope and ownership.
