Eight years running digital projects end to end: I coordinate the teams and vendors who build, keep the functions that ship aligned, and decide on the data.
Since 2025, Product Manager at the Italian Tennis and Padel Federation: three digital products built by external vendors, run in parallel. IPMA-certified, engineer by training. And a few paid products I designed, priced and built myself.
Three products in parallel, four vendors building them, and the internal functions that have to release them. The job is holding the three together and deciding on the data.
The Federation builds nothing in house. I write the requirements, agree the priorities with the vendors, review what they deliver and decide what ships.
The Federation's streaming service: tennis and padel live and on demand, on phone, tablet, web and TV, with a freemium model.
The tournament's official app: schedule, live scores and match statistics, players, and the map of the Foro Italico.
The app every FITP member uses to enter tournaments, manage their profile and climb the rankings. The eSports circuit runs inside it.
Here the whole thing is mine: one paid product, one free tool, and the assistants I use to work. I chose how the paid one makes money and built all three end to end with AI-assisted development. I am also setting up a Shopify storefront for a consumer brand launching in 2026.
Built around the work that comes back every week and takes the most time: preparing briefs, reading long documents and pulling out what matters, turning meeting notes into decisions.
Grounded only in a knowledge base I curate, always sourced, and what comes out is a draft a person reviews before it is used.
A paid web app that helps a fantasy football league agree on the date of its auction. I chose the business model and the price (charged on the time slots proposed, not on the participants), designed the redemption-code flow, and keep an ICE-prioritised backlog as its roadmap.
A free gross-to-net salary calculator for Italy. Every figure comes from the official tax tables, down to municipal rates, each one carrying its source.
Eight years at QLASH, an Italian gaming and esports company: 1,000+ online tournament projects delivered at a 99% completion rate, and 30+ live events at Italy's major trade shows, run end to end across logistics, scheduling, media, production and legal.
I oversaw the development of QLASH's own tournament platform and took it from MVP to a global product across mobile, PC and console titles, defining the requirements for every game integration and how the platform connects to the publishers' systems.
A sports prediction app built with some of Italy's best known tipsters. I took it from concept to launch and through the roadmap that followed, coordinating an external tech agency with in-house design and marketing, and reading activation and retention to decide what came next.
The federal eSports circuit, which I run end to end: formats, regulations, technology partners and the live finals. It is also the product the measurement work above comes from.
The Federation's official eSports circuit, played on Tennis Clash and co-organised with its developer WildLife Studios, with BMW as title sponsor. FITP is the first Italian sports federation to create a dedicated eSports membership.
Since 2026 the whole circuit runs inside the Federation's own app, through an integration with the game developer's systems.
The circuit and its two international events
Weekly tournaments and monthly masters on two levels, feeding the federal ranking.
2026 season · entry through the federal eSports membership
Open international qualification through the developer's in-game tournaments, live final at the Foro Italico.
2026: 491,000 entries across the three in-game qualifiers, from 100+ countries
Its own qualification run, live final in the tournament fan village, Turin.
2025: 517,000 unique participants in the qualification runI trained as an engineer and I ended up running projects: writing the requirements, agreeing the priorities with the people who build, reviewing what they deliver, and deciding when something is ready to go out. Then measuring whether it worked, on numbers I can defend.
What I am missing for this one: I have never run conversion rate optimisation on a live storefront, and I have never designed a formal A/B test. What I know about digital commerce is what I have done myself: my own paid products, where I chose the model and the price, and the subscription flows in the products I look after. The project discipline is the part that carries over.