FROM INSIGHT
TO ACTION

The Challenge: HMA manages 80 high-end luxury apartments in Milan. After a period of observation, I found that the struggle felt by every company worker comes from chaos—no procedures at all and zero IT support to scale.

My Approach: The first project (launching in February 2026) will automate 70%+ of guest communication through AI. This way, our 8 receptionists can dedicate their time to rebuilding documents and gathering all the missing data about our apartments—some old-fashioned back office work, let's say. Once the AI customer service is done, after another observation period, I'll move to the next step: creating the bible of procedures and standard operations to open franchises in other cities with the same know-how that made Heart Milan Apartments generate €10+ million this year.

Results: If everything goes as planned, the company will open franchises all over the world with 10+ years of experience as the market leader in Milan—but only after we define standard procedures, operations, and tech systems.

The Challenge: When I joined Xenia Milano in June 2023, the company was managing just 10 apartments with a two-person team operating almost entirely manually. There was strong growth potential but no scalable operational infrastructure. My role was to design and build that infrastructure from the ground up.

My Approach: I mapped workflows, identified bottlenecks, and rebuilt each department around repeatable and measurable processes supported by automation and internal tools. The objective wasn't fixing isolated problems—it was creating an operational architecture capable of scale. I sequentially redesigned operations, onboarding, and construction workflows, stabilized performance, and trained autonomous teams. Strategy and operations were developed together, so every system was validated in real conditions.

Results: Within two years we achieved: 1,100% portfolio growth from 10 to 120+ apartments • 80% of guest communication automated through AI • Full operational structure built from scratch including 2 internal maintenance teams, 8 in-house cleaners plus outsourced cleaning network, and 7 runners for inspections and guest logistics • €2M+ revenue by the end of year two. The result was a modular system where processes are traceable, scalable, and independent from individuals.