10-05-2022
“More than just food and fashion, Italy also excels in digital technology”: Marco Tripi, in an interview by Il Riformista, talks about AlmavivA’s achievements and objectives, citing numbers, and above all the entrepreneurial philosophy behind its choices, its corporate values, and the challenges that it’s ready to face.
“We’re an entrepreneurial family. My father, Alberto, founded the group in 1983. I’ve worked here for over 20 years. Our vision looks at long-term results. And it’s obvious why: families work for generations, not for quarterly deadlines. Thinking in the long term makes you want to take risks. In particular, our goal is to grow internationally by 50%. Not just in Europe, but also beyond, and carefully diversified according to continent.”
Almost €1 billion in turnover in 2021, a + 9.3% increase as compared to 2020.
“After an achievement like this, it would be high time to sell,” he jokes. “But I’ve been an entrepreneur for twenty years, and since I started at least 9 out of 10 companies in the IT sector have been sold. Furthermore, more than 90% of the ICT market’s value is in non-Italian hands. I don't see this achievement as an opportunity to maximize, but rather as an extraordinary evolution,” he confesses.
AlmavivA’s goal is now to become a global player, investing in internationalization and exporting know-how and technology that have been developed in Italian laboratories.
However, before embarking on this global challenge (which also includes a series of acquisitions around the world), the challenge of the NRRP must be met.
“For AlmavivA, the NRRP isn’t an opportunity to maximize financial return. Rather, it’s the basis for the development of skills within the country and an opportunity to invest heavily in the expansion of distinctive know-how as an enabling factor abroad.”
“The NRRP could spark a ‘total transformation’ in Italy. Starting in the south.
“When it comes to technology, the south could play an extraordinary role. Why not turn Sicily into a new California at the technological level?” asks Tripi.
“The south and the inland areas of the country are an opportunity. But we need trained and competent people. Furthermore, we offer a hybrid in-person/online work model, which means that it’s irrelevant where someone is located in order to collaborate with us. They could work 100% from a home office. Many of our employees have never even seen the physical location. For the south, which is also rich in prestigious universities, this could be a crucial factor. Provided that administrations are also committed to improving connections. It's a 10-year outlook,” explains AlmavivA’s CEO.
