T1
Software foundations
Web applications, full-stack development and direct responsibility for implementation and product behaviour.
About
Technical Project Management built on real software delivery experience.
I coordinate software projects across planning, technical decisions, stakeholders, teams, risks, dependencies and release, with more than 10 years of hands-on software engineering behind those decisions.
My path did not move from development to project management in a straight line. The two areas grew in parallel: deeper software responsibility on one side, broader responsibility for product, people, suppliers, priorities and execution on the other.
Founder experience added cross-functional ownership early. Enterprise Agile work later added more formal planning, estimation, dependency management, stakeholder coordination and delivery discipline.
Today those tracks converge in Technical Project / Delivery Management: coordinating the project while understanding the technical implications of the decisions being made.
Professional trajectory
Two paths that grew together.
The technical track increased implementation depth. The project track increased responsibility for coordination, priorities and delivery. They developed independently, at different moments, and now meet in the same role.
Technical growth
T2
Product building
Frontend, backend, hosting, integrations, UX/UI and end-to-end responsibility in startup and standalone products.
T3
Modern application engineering
Angular, React, TypeScript, APIs, cloud integrations, testing, maintainability and increasingly complex systems.
T4
Enterprise engineering
Complex banking and insurance environments, dependencies across application layers, estimates, project constraints and structured Agile collaboration.
Project & delivery growth
P1
Founder responsibility
Product decisions, priorities, collaborators, suppliers, commercial activity, external initiatives and day-to-day coordination.
P2
Cross-functional coordination
Keeping technical, operational and business activities aligned while working with limited resources and changing constraints.
P3
Structured delivery management
Backlogs, sprint planning, estimates, dependency management, reviews, stakeholder interaction and coordinated team execution.
P4
Technical project leadership
Turning validated needs into scope, technical choices, project plans, risks, priorities and measurable outcomes.
Technical Project & Delivery Management
Scope → planning → coordination → technical decisions → release
Startup experience
Startups are not just clients: I know the ecosystem from the inside.
I have experienced the startup environment from different perspectives: as a founder, as a software developer on products for early-stage companies, and through mentoring, funding initiatives, and innovation programmes.
This gives me direct familiarity not only with software development, but also with the constraints startups regularly face: limited resources, rapid validation, shifting priorities, external stakeholders, small teams, and technical decisions that must remain aligned with business objectives.
01
Innovative startup founder
Co-founder and administrator of LB srls, an Italian innovative startup. Responsibilities covered product and software development, collaborators, external vendors, operational and commercial activities, as well as applications to startup programmes and funding opportunities.
02
Mentoring, incubation & innovation
Direct exposure to mentoring, events and formative initiatives connected to the startup ecosystem, including opportunities to engage with incubators, accelerators and the support models used to help early-stage companies grow.
03
Software built for other startups
I have worked on software products for other early-stage companies, including a SaaS product developed for a startup participating in an incubation programme and, more recently, a digital product within a company still operating in a startup growth phase.
04
Funding & startup programmes
Direct experience preparing applications and documentation for opportunities dedicated to innovative startups, including Invitalia initiatives, together with mentoring connected to startup selection programmes.
When I work with a startup, I do not treat software as an isolated project: it has to work within constraints of time, capital, validation, available capabilities and growth objectives.
What I do
Where I can take responsibility.
The engagement can cover the project end to end, focus on a specific delivery problem, or include hands-on technical support when implementation context is important.
01
Technical Project & Delivery Management
Scope, priorities, roadmap, estimates, dependencies, risks, team and supplier coordination, stakeholder alignment, progress monitoring and support through release.
02
Startup / MVP Technical Definition
Turn product and business findings into an executable Validation Product or MVP: technical scope, architecture, roadmap, team needs, estimates and build-vs-integrate decisions.
03
Technical Assessment & Recovery
Review an existing software product or project, identify structural and execution risks, reset priorities and define an actionable recovery or evolution plan.
04
Hands-on Software Engineering Support
Join an existing team — or help structure one — when project responsibility also benefits from direct implementation support across modern web, frontend architecture, APIs and full-stack product work.
Where I fit
Useful when software work needs coordination without losing technical context.
Startups and founders
When an idea must become a credible, scoped and executable product without overbuilding before its value is validated.
Incubators and accelerators
Alongside business mentors and programme teams, translating sufficiently validated assumptions into technical scope, delivery plans and software execution.
Product and software teams
When frontend, backend, product, suppliers and project constraints need stronger coordination without disconnecting management from implementation.
SMEs and organisations
When an existing product needs assessment, planning, project restructuring or an experienced bridge between business and development.
How I work
Make scope, risks and progress readable.
I prefer explicit assumptions, constraints, risks and decision criteria over false precision. Estimates are useful when the assumptions behind them remain visible and can be revised as the project changes.
On the technical side, I favour maintainable architecture, measured automation, clear ownership and deliberate build-versus-buy choices that protect time, cost and future change.
The amount of process should match the project. The objective is not more ceremony, but clearer decisions, fewer hidden dependencies and a delivery status that stakeholders and teams can actually read.
AI-Team
I love it when the plan actually comes together: clear goals, visible ownership, and AI working inside explicit boundaries rather than taking control away from the project.
(Paraphrasing Hannibal Smith)
TCAF is the practical framework I use to make that possible in software delivery: shared constraints, repository evidence, explicit verification and developer review.
Collaboration
Project-based, fractional or ongoing B2B support.
I can work as a Technical Project / Delivery Manager, technical coordinator, project advisor or hands-on technical lead depending on the stage and needs of the project. The scope is defined around the responsibility that most reduces delivery risk and keeps the work moving.