Davide Miggiano
COO – Chief Operating Officer
Looking back at your work as a leader, what is something that works well today because of decisions you made, even though most people never notice it?
I believe we have developed a capacity for driving complex change across business and technology which we didn´t have a few years ago. This is the result of communicating frequently to align teams around clear priorities, and staying resolute in sponsoring key initiatives even when we faced resistance and continuously simplifying our processes and technology.
Equally important has been fostering growth in our people and helping teams to collaborate more effectively, make confident decisions, and take ownership. Those efforts quietly build the capacity for multi-dimensional change that delivers real impact across the organization.
What moment in your life shaped you the most into the leader you are today?
The moment that shaped me most as a leader was my exchange year in the United States as a teenager. Growing up in an intercultural environment was already enriching, but moving abroad alone at such a young age intensified my curiosity and set the direction for my studies and career.
That spark led me to further experiences, from studying abroad to pursuing diverse academic fields and building a career across industries and functions, from strategy to digital and now operations.
These experiences heavily influence how I lead today: appreciate and mange complexity and unknown challenges, valuing different perspectives, and creating an environment where people feel confident to take initiative, test ideas, and own outcomes.
How do you ensure that strategy does not remain conceptual but becomes an operational reality across the organization?
It starts with an actionable strategy: clear decisions on what we will do and what we will not do, grounded in what we can realistically execute.
From there, the focus is on creating the conditions for execution. In our entrepreneurial culture, that means pairing autonomy with disciplined follow through.
- Autonomy comes from clarity. We make priorities, objectives, and key results explicit and visible so teams can make day to day decisions independently while staying aligned.
- Disciplined execution comes from ownership and cadence. Every objective has a clear owner who turns it into a plan, drives execution, and is accountable for outcomes. We support with regular check-ins and progress tracking, while the owner remains responsible for the approach and delivery.
When operational efficiency, speed, and resilience compete, how do you decide what to optimize for?
We cannot optimize everything at once, so this requires a willingness to be courageous and to say “no” to some things, so we protect capacity for what matters most.
Practically, we choose how to weigh these factors for the moment, whether speed, efficiency, or resilience, and we make the trade-off explicit by stating what we are optimizing for, what we are deprioritizing, and why. That clarity builds alignment, invites constructive challenges, and makes it easier to adjust as conditions change.
How do you decide which technology investments genuinely improve operations versus those that only add complexity?
Deciding which investments to pursue comes down to the expected operational impact versus total cost of ownership including implementation and hidden costs. Hidden costs include new dependencies, maintenance, process changes, and disruption during rollout. Those are often underestimated and need to be considered carefully.
In this context, I believe it is particularly critical to assess tools in the context of our operating model. A tool that is not adopted creates no value, and a tool that does not fit how we work adds complexity.
That is why we deliberate carefully before deciding, but once we decide, we follow through decisively to ensure fast integration of new technologies into day-to-day operations.