Ten sober answers

You are young — 26. Why should a serious client entrust work to you rather than to a senior consultant at a major firm?

The objection is expected, received many times. The same question should be addressed to the Meta chain of command that promoted me to Manager at 22, after one of the most rigorous internal selections in the global tech industry. Four years of operating responsibility at the Lisbon Hub on real portfolios — not classroom theory.

Costantini & Partners is born out of that experience, not preceding it. The fractional model I bring to the client is moreover designed to give access, through a single interlocutor, to cross-disciplinary competences (regulatory, AI, digital performance, data governance) that no single senior traditional consultant can personally cover. More sustainable fees than the senior consultants of major firms, with direct accountability of the founder — not junior associates doing the work while the senior signs.

Why is Costantini & Partners bilingual IT/EN from day one? Is that not an excess of ambition for an Italian firm?

Two converging reasons. The first is strategic: the anticipated growth horizon towards EU, UK and MENA markets in the coming years requires a communicative infrastructure that does not have to be rewritten retrospectively. The second is biographical: four years at Meta between Lisbon and Athens with English as the daily working language produces a professional voice already bilingual.

The ambition, beneath this, exists. It should be acknowledged without embarrassment: we are building something that can speak to cross-border clientele without depending on third-party linguistic mediation.

Why Perugia and not Milan or Rome?

A deliberate choice, not a geographic fallback. Working away from the centres of noise helps maintain the intellectual discipline required by deep work. The decisions I make for a client do not improve by being made between Brera and Porta Nuova.

There is a biographical layer here: I return to Perugia after building myself abroad for years, without provincial nostalgia and without the need to inhabit a metropolis to feel at the centre. The client who seeks an interlocutor constantly under the spotlight of capital cities will find better elsewhere. The client who seeks a consultant whose geography matches his discipline — will find well here.

Why not pursue the traditional legal profession by enrolling at the Italian Bar?

The consulting model I have built covers four areas — capital strategy, regulatory architecture, AI compliance, digital performance — that lie outside the traditional forensic perimeter. I do not sell judicial representation: I sell strategic and regulatory architecture for companies.

When a client needs in-court representation, Costantini & Partners collaborates with specialised external counsel, each calibrated on the subject matter. This is not a future evolution of the model — it is its permanent structure. Judicial representation is not our craft.

How does one actually work with Costantini & Partners?

Three engagement models, chosen case by case with the principal:

Annual or multi-year continuous mandate — the main model. Equivalent to a Chief Strategic Officer or Chief Digital Officer in fractional capacity: the firm takes on a recurring external function, personally overseen by the Managing Partner.

Project-based mandate — 3-12 months with scope defined ex ante: a repositioning, the construction of a digital infrastructure, a specific compliance procedure.

Retainer advisory — recurring monthly or quarterly call, for principals who already have their internal functions but seek external strategic dialogue on specific matters.

Who are the typical clients?

Four main categories, identified ex post by observing completed mandates:

Italian artisanal SMEs — ateliers, furniture makers, bespoke manufactures — seeking to build a digital channel coherent with their artisanal identity.

Emerging e-commerce brands looking for the operational infrastructure beneath their campaigns — reliable tracking, structured CRM, retention system — to exit the cycle of stop-and-go relaunches.

Family-owned companies in phases of generational transition or market repositioning, where an external interlocutor is needed as a regista of the process.

Family holdings and family offices for advisory on digital, governance, and AI architecture applied to the operating portfolio.

Do you work with a team or alone?

The Managing Partner is the client’s single point of accountability: the one who signs the mandate interacts always with the same person, without account management intermediaries and without handovers to juniors. This is the operating guarantee the boutique model offers — and that structurally large firms cannot offer.

Around this single point operates an extended network of specialised collaborators — technical, legal, fiscal, niche consultants — activated depending on mandate scope. The client does not manage them: I manage them, and I answer for the final result.

How much does a mandate cost?

Economic terms are bespoke, because every company and every case are different. Costs vary by scope, duration, perimeter complexity, and depth of Managing Partner involvement.

Terms are discussed in the first diagnostic meeting, which is always complimentary and serves to define whether a work perimeter exists on which it makes sense to build a mandate. Standardised products — like Capital Studio TS for medical practices and Capital Hospitality for hospitality structures — are at fixed published price, detailed in the respective sections of this site.

How long before measurable results?

This question, posed in first conversations, often signals a foundational distinction: between the principal who thinks of the work as investment and the one who thinks of it as wager.

Investment has time horizons — six months, twelve, twenty-four — within which variables that vary by nature are measured: positioning, infrastructure, retention, acquisition cost, customer lifetime value. A wager instead has an expected immediate result that, if it does not materialise in the first thirty days, is read as failure.

Costantini & Partners works only with the first type of principal. Real timelines are discussed case by case in the first diagnostic conversation, depending on scope and complexity. The principal who seeks calendar certainty on economic variables will find better elsewhere.

Do you operate only in Italy or also cross-border?

Operations cover Italy, the EU, the UK and MENA markets. The headquarters is Italian, the working language is bilingual, the external collaborator network includes operating figures in the main European centres and the Gulf. Cross-border mandates are accepted when the perimeter is coherent with the firm’s competences — typically regulatory, governance, mid-scale M&A advisory.