Direct bookings went from 20% to 70% of revenue.

I did not arrive at marketing through a business degree. I spent my first years at art school in Cuneo, learning composition, light, and why one image holds a person for three seconds while the one next to it does not. Then a master's in Milan, where the question changed: what happens to that attention once a company needs it to become a decision.

Hospitality is where the two halves met. A hotel is a chain you can see end to end: someone watches a video on a Tuesday night in February and sleeps in a room in July, and between those two moments there are a hundred small decisions you can either guess at or measure. I spent three years measuring them, and the surprise was that the interesting answers were almost never the ones I expected.

Alongside that I built a content service with three other people and sold it myself, which taught me the part of marketing you cannot learn from a dashboard: pricing your own work, sending a proposal, and living with the silence that follows.

What I believe: marketing works when data and analysis come together with the craft, not against it. Numbers are not the opposite of creativity, they are what tells you which creative act was worth repeating. And the point of the whole exercise is not the click: it is finding what people actually want, and building the service or the offer that makes their days a little better.

Next chapter: a company with its own users and its own data, where lifecycle and growth are somebody's job rather than an afterthought. I am moving north for it, and I am bringing the habit of writing down what did not work.