Page 140 - EM - EXPORT MAGAZINE PERFUMERY EDITION

INTERVIEW

key markets such as the U.S. and Europe. We are already
witnessing a shift eastward: Eastern Europe and Asian
markets are full of innovation and new opportunities.
Singapore, Southeast Asia, India, and Australia are all
areas set to become leading markets. Our strength is
that we have always been an international company,
sensitive to even the slightest signals of change.
It is no coincidence that we only recently turned our
attention to the Italian market.

EM: What, in your opinion, is the perfect mix to
build a “model company”?
CG: Work, work, and more work. And above all, the
ability to identify talent: businesses run by talented
people are more successful.
A company grows when the right people are in the right
positions, and when it can recognize mistakes in time
and correct them. At Forma Italiana we have developed
real “antibodies” to spot and correct mistakes quickly:
EM: Where do you see further opportunities for timing and responsiveness are crucial.
growth? This also applies to finance, where AI now allows us to
CG: Our trading business remains important, and create business plans and run analyses much faster.
our goal is to reach a global turnover of €200 million. Ultimately, the model company does not exist: it is
However, I believe our growth will come mainly always a work in progress, a goal that moves forward
from endogenous expansion rather than external as you get closer. Claudia Stagno
factors. We are evaluating acquisitions of
companies—Italian and foreign—that are
seeking partnerships bringing expertise and
business culture. I strongly believe in this
kind of synergy, where skilled entrepreneurs
combine their know-how to strengthen
existing businesses with new energy.

EM: Beyond financial resources, how
important are human resources?
CG: Extremely important. We are constantly
hiring new managers who can bring in skills
not yet present in the company. For example,
we will soon appoint a dedicated HR Director,
a role I personally covered until recently.
With over 100 employees today, excluding
the sales force, this is no longer sustainable.

EM: How do you deal with the challenges
of the global market?
CG: Globalization shortened time and
distance, but it was hindered by the tariffs
introduced by Trump: a purely political move,
ahistorical, against an interconnected world.
Our sector is inevitably affected, especially in

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