Career, Business & Executive Coach | Mindset & Mental Fitness Coach | DISC® Certified | Mentor

On paper, things are going well.
Day to day, it feels harder.

Revenue is coming in.
The team is bigger than it used to be. 
The business is clearly working.

But decisions feel heavier. 
Everything still lands on you. And it is harder to stay out of the weeds.

You have the same job title. Founder. Business owner. CEO.
But the job itself has quietly changed.

What used to work does not work in the same way anymore.

• operations are more complex 
• people issues take up more space 
• decisions are more interconnected

So you keep jumping in and sorting things out the way you always have.
It takes more time. More energy. More of you than it used to.

At the same time, the business is no longer a small startup. 
And it now needs something different from you.

This is a phase many founders hit as the business grows.

It shows up when the pace and complexity of the business change faster than the way leadership is structured day to day.

I have seen this pattern repeatedly across my career. 
In startups. In large organisations. And in my own business.

Each time the team grew, the role changed, even when the title stayed the same.

That transition is where my work focuses:

- how you think and make decisions under pressure
- where ownership and accountability sit in the team
- what actually deserves your time and attention now

Every business at this stage looks different.

The team, the context, the pressures, and the founder’s role are never the same.

That’s why this work is always one to one. 
No cohorts, templates, or fixed programmes.

We work on what is actually happening in your business, and what leadership needs to look like at this stage.

Outcomes my clients experience include:

• simplified operations and clearer priorities 
• avoided or corrected costly team decisions 
• fewer decisions landing back with the founder 
• stronger ownership and accountability in the team 
• stepping out of firefighting and regaining thinking time 
• highly reduced stress at work and at home

Clients often tell me I make complex situations feel simpler and create the space they need to think clearly and make decisions they trust.

My background:

-	30 plus years in leadership roles 
-	Experience across startups and large organisations 
-	Responsibility for people, HR, operations, and sales 

> CIPD in HR Management
> Certified, ICF accredited coach
> Performance & Neuroscience Coaching
> Positive Intelligence Coaching & DISC

☎️ If you are ready to regain control of your business, you can send me a DM or book a 30-minute consultation via the link in my profile.

Monica Federico, Assoc. CIPD

We admire leaders for speaking up.

But staying quiet and listening is harder.

I’ve seen it myself in the toughest moments:

→ A boss gives you feedback that really stings
→ Your team tells you things aren’t working
→ Someone shares their personal struggles

Your brain races.
You want to explain.
You want to defend.
You want to fix it.

But the real challenge is sitting there, resisting the urge to react.

Because when someone opens up, they don’t need our quick answer.
They need proof we actually heard them.

I used to be rather useless at this.

My younger self always had to jump in with a solution, advice, something.

Now I know: trust isn’t built by having all the answers.

It’s built in the quiet, when you let others have the space for theirs.

So, what takes more courage for you - speaking up or shutting up? ☺️
--------------------

♻️ Repost if you believe we need to get better at listening
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Monica Federico

Helping founders regain control as their business grows and leadership becomes more demanding | Performance Coaching | ICF Accredited Neuroscience Coach

Meetings aren’t work. They’re what stops work.

Cut one every week and gain your brain back.

Too many meetings are the fast way to lose clarity, time, and energy.
Yours and everyone else’s.

If you feel that since the holidays you've done more meetings than work - this is for you.

Before you send that next invite, ask:

1. Is real-time discussion actually needed?
2. Are we making decisions - today?
3. Will live input genuinely help?
4. Are the right people in the room - or just everyone?
5. Could this be handled in writing instead?

And then the real question:
Would you want to sit through it?

If not - cancel it. 
No drama, just a better use of time.

✅ Less noise
✅ More clarity
✅ Better use of everyone’s time

Instead of another hour-long meeting, you could be:

➤ Thinking through a tricky decision properly
➤ Following up one-to-one where it matters
➤ Giving quality feedback that actually helps
➤ Reviewing priorities or simplifying the plan
➤ Taking ten minutes to reset and refocus

That is better leadership ROI.

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When growth creates chaos, I help founders take control again | Leadership & performance coaching for founders, CEOs & business owners | Neuroscience-informed

You're probably giving too much feedback.

And it's hurting your team.

Bad feedback damages more than silence ever could.

I see it everywhere. 
Leaders who feel obligated to comment on everything.
Who mistake volume for value.

The result?
Teams that second-guess themselves.
People who stop taking risks.

Before you give feedback, run it through this 
3-question test:

1. Is this about them or about me?
If you're frustrated or need to vent... that's not feedback. That's management therapy.

2. Can they actually act on this?
Feedback without a path forward is just criticism wearing a suit.

3. Will this help them win?
If it doesn't make them better at what actually matters, keep it to yourself.

Most feedback fails question 1.
Some feedback fails question 2.
The best feedback passes all 3.

Your job isn't to have an opinion about everything.

It's to develop people who don't need your opinion about everything.

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You’re being too patient with new hires.

The warning signs show up in week one.

If not, certainly within the first 30 days.
But many leaders ignore them for months.

The problem isn’t that you can’t see them.
It’s that you tell yourself they need more time.

I’ve seen this play out dozens of times with founders and executives I coach.
The red flags are always there early.
We just don’t want to believe we got it wrong.

I got it wrong too at first,
until I learnt what to watch out for.

The slides break down 5 specific behaviours that predict a bad hire, all observable in the first 30 days.

These aren’t personality quirks or adjustment periods.

They’re patterns that get more expensive the longer you ignore them.

Trust what you see at the start.

📌 Save for your next new hire
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5 Red Flags of a Bad Hire

35% of meetings are unproductive, costing the UK £50 billion and the US up to $259 billion every year.

(Source: LSE)

That’s not just about lost productivity.

It includes delayed projects, poor decisions, innovation slowdowns, and hours teams can’t get back.

Some people dislike meetings.
Some people love them.

I’ve always enjoyed the energy of a good meeting, when it’s run with clarity, structure, and respect for people’s time.

Here’s how to make that happen.👇🏼

Before frameworks, there are some basics:

✅ Share the agenda in advance
↳ Let people know why they’re coming and what they’re expected to contribute.

✅ Make sure people are prepared
↳ Share the data they need ahead of time so they’re not catching up during the meeting.

✅ Communicate the end time and stick to it
↳ If people don’t know when it ends, they can’t pace their input. Set expectations and respect them.

Once those are in place, choose your format based on the meeting’s purpose:

🟣 For Decision-Making
Helps turn discussion into clear, aligned decisions fast.

1. Clarify the decision
2. Lay out the facts
3. Explore trade-offs
4. Align on outcome
5. Put it in a plan

🔴 For Problem-Solving
Use when something isn’t working and the team needs to move from frustration to focus.

1. Define the outcome
2. Explore the reality
3. Open up options
4. Decide the action
5. Agree how to review

🟡 For Status Updates
Keeps updates tight, useful, and aligned.

1. What’s complete
2. What’s stuck
3. What’s coming
4. What support is needed


🔵 For Idea Generation
Use when you need new thinking, not just quick answers.

1. Define the challenge
2. Suspend judgement
3. Capture ideas
4. Group and theme
5. Select ideas

If your meetings feel too long, too vague, or too frequent, this is where to start.

Save this for your next one. 💾
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Coach for Founders, CEOs & Business Owners → Clarity under pressure | Better decisions | Teams that deliver | Grow your business without overwhelm | Neuroscience-informed leadership & performance coaching

Most “employee recognition” fails because it’s performative.

Real recognition looks quieter than people expect.
It shows up in timing.
In credit.
In listening.
In backing people when it’s inconvenient.

None of this is hard.
It’s just easy to forget when things get busy.

Monday reminder for leaders:

it doesn’t need to be grand.
It just needs to be genuine.

----------------------------
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Monday shouldn’t feel like damage control.

Yet most people lose 8+ hours a week without noticing.

Not to big projects.
To meetings, pings, “quick questions”, and context switching.

This isn’t a motivation problem.
It’s a boundaries problem.

The cheat sheet breaks down 12 small rules that quietly give you your time back.

Nothing extreme.
Nothing unrealistic.
Just decisions most people avoid making.

A few that matter more than people admit:

• 30-minute meetings beat 60 every time
• “Always available” kills deep work
• Checking messages all day is productivity theatre
• Saying no is a career skill, not an attitude problem

You don’t need better hacks.
You need clearer defaults.

📌 Save this.
Pick one boundary.
Apply it this week.

—

Hi, Monica here 👋🏼
I coach founders and CEOs to lead more effectively
and build high-performing teams.

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Most hiring mistakes happen before the interview even starts.

Not during the interview.
Not because someone “fooled” you.

But because you never defined what good actually looks like.

You’re asking questions.
But you haven’t defined what you’re listening for.

I worked with a client who kept hiring “the wrong people.”

When I asked to see their interview prep, they had nothing.

No clear job spec.
No definition of success.
No clarity on what the team actually needed.

They weren’t hiring bad people.

They were hiring the best interviewers,
not the right people for the role or the team.

Here’s a quick cheat sheet for what to do before you interview anyone 👇🏼
(see image)

Two more things too many leaders skip:

1. Define what your team actually needs

Look at your existing team.

What’s missing?

Do you need:
• Someone task-oriented or people-oriented?
• A challenger or a consensus-builder?
• A strategic thinker or a strong executor?

There’s no “better” profile - only better fit.

2. Ask yourself: does this even matter?

Leaders often project preferences that don’t affect performance.

• Extroverted vs introverted rarely matters unless the role truly requires it
• Style ≠ substance
• Comfort ≠ competence

Don’t confuse personal preference with job requirements.

If you don’t define success upfront, interviews become storytelling contests - and the best storyteller usually wins.

Not the best hire for you.

--------------
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Most people don’t struggle with motivation.
They struggle with direction.

You wake up Monday already tired.
Inbox full. Calendar packed.
Busy… but oddly behind.

That’s the problem.

When everything feels important, nothing actually moves.

The problem isn’t effort.
It’s where that effort goes.

It’s spending your best energy on the wrong things, in the wrong order, at the wrong time.

And over time, that compounds into frustration, stress, and the quiet feeling that you should be further ahead by now.

The fix isn’t a new productivity app.
It’s a better operating system.

Over the years, I’ve come back to the same fundamentals again and again - the principles that cut through noise and create real momentum.

That’s what this visual breaks down 👇

Not hacks.
Not hustle.
Just timeless rules for getting meaningful work done, consistently.

Save it.
Revisit it when things feel chaotic.

And if Monday feels heavy today, start with just one principle and ignore the rest.

Progress loves simplicity.
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Your stress is more contagious than any virus. 

Here's the neuroscience:

When you're stressed, your brain releases cortisol. 

And everyone around you starts producing cortisol too - just from observing you.

"Your team is a reflection of you" - the first advice I got as a new manager. 

Turns out it's not just wisdom. 
It's neuroscience.

We automatically mimic and ‘catch’ each other’s feelings.

That age-old advice to "look in the mirror when your team struggles" is biologically accurate.

Your tense shoulders in the meeting 
↳ Team's fight-or-flight activated

Your frustrated sigh 
↳ Creativity drops 

Your anxious energy 
↳ Mistakes multiply

Which means your stress doesn't stay with you.
It multiplies.
It spreads.
It becomes your culture.

Here's what all leaders must learn:

Before expressing any emotion, ask:

→ Will this ripple calm or disturb?
→ Will my team carry this home tonight?
→ Is this the culture I'm creating?

The good news is that we humans co-regulate. 
And calm is equally contagious.

Your composed presence can lower your team's cortisol in minutes.

So here is my invitation to you if you are having problems with your team:
 
Look in the mirror.
They're reflecting exactly what you're projecting.

Your emotions aren’t private. They’re culture.
----------------------------
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One of the most common leadership mistakes I see
is confusing demanding with toxic.

They’re not the same.

Demanding means high standards, clear expectations, and real support.

Toxic means unreasonable demands without support.

The difference shows up in the details.

🎯 A demanding workplace defines what success looks like.
❌ A toxic one keeps changing the rules.

🎯 Demanding gives feedback you can use.
❌ Toxic gives criticism with no path forward.

🎯 In demanding teams, failure is data.
❌ In toxic ones, mistakes are stored and used against you.

🎯 Demanding workplaces have clear, consistent standards.
❌ Toxic ones change standards based on mood or power.

🎯 A demanding boss pushes you to grow.
❌ A toxic boss pushes you down.

Here’s what I’ve noticed from working with leadership teams:

People who’ve only worked in toxic environments
often mistake any challenge for toxicity.

And people who’ve only worked in highly demanding environments sometimes tolerate real toxicity,
thinking it’s just “high standards.”

Both miss the real difference.

One builds you up while pushing you forward.
The other slowly wears you down.

If you’re a leader, know which one you’re creating.
If you’re navigating one, know which one you’re in.

The difference determines whether people grow
or break.

—

Monica here ✍🏼
I coach founders and CEOs to lead more effectively
and build high-performing teams.

🔔 Follow me, Monica Federico for more like this.

In the US, 55% say they’ve been bullied at work.
25% of UK employees report conflict or abuse each year. 

And still, we treat kindness like a bonus rather than the baseline.

In my experience:

 👉🏼 People often don’t realise how bad things were until they’ve left.

👉🏼 The damage isn’t always obvious. It’s the slow grind of tension, silencing, or being sidelined.

👉🏼 Repair doesn’t come from grand gestures. It comes from how we behave day to day.

Here’s a simple breakdown of what kindness at work can look like:

K - Keep people in the loop
I - Invite every voice in the room
N - Name what’s being done well
D - De-escalate conflict with care
N - Normalise learning from mistakes
E - Empathy through daily actions
S - Speak always with care
S - Support each other

Small things that make teams safer, stronger, and more respectful.

Here is to a kinder Friday!
------------------
📚 Sources:
CIPD Good Work Index (UK, 2024)
Workplace Peace Institute Report (US, 2024)
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82% of companies can't recruit top talent.

Of those, only 7% can keep them.
(Source: McKinsey)

I was that kind employee - fiercely independent, pushing back, questioning processes, booking my boss's diary in advance.

I am not blowing my own trumpet. 😅 
Actually some bosses didn't like that.

Some loved it though.
And I worked really hard for those who did.

I've also hired and managed many other high performers.

Their traits can feel challenging or difficult for the untrained, but they're exactly what all teams need.

And when you know how to lead them, they're gold dust.

Here's how to spot them and what to do about it:

1. They expect a future, not just a role.
2. They push back on decisions that feel off.
3. They won't tolerate dysfunctional team dynamics.
4. They admit mistakes without spin.
5. They want meaningful, challenging work.
6. They run projects outside their job description.
7. They move before they feel "ready."
8. They resist being micromanaged.
9. They protect their time like a resource.
10. They question rules that don't make sense.
11. They make fast calls - and own the outcome
12. They're constantly learning beyond the job.

The leaders who get this right don't just retain this kind of talent - they multiply it.
----------------------------
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12 Signs of a High Performer

A business owner came to me with a sales team that hadn’t hit target in 8 months.

On the surface, it looked like a sales problem.

 • Reps blamed marketing for bad leads.
 • Marketing blamed sales for poor follow-up.
 • Weekly meetings ran for 90 minutes.
 • Nothing changed.

Performance was inconsistent.
One rep was at 180% of quota.
Three others were stuck around 40%.

At second glance, it looked like a skills gap.

It wasn’t that either.

Once we started working together, the real issue became clear.

The founder had trained everyone to sell the way they sold.
Strong individually. Competitive. Self-reliant.

What they hadn’t built was a sales team.
They had built individuals sharing a target.

So part of my work wasn’t sales coaching.
↳ It was leadership coaching.

Specifically, helping the founder stop leading individuals
and start designing a system the team could operate inside.

Over the first 30 days, we made three changes.

1️⃣ We removed blame from the culture.

We introduced one rule.
If you raise a problem, you bring a solution.

Sales and marketing leads started meeting weekly.
Not to defend themselves.
To fix issues together.

2️⃣ We made performance visible.

A shared dashboard showed everyone’s numbers.
No hiding behind averages.
No territory excuses.

Transparency created accountability
without micromanagement.

3️⃣ We changed how the team met.

The 90-minute complaint session became a 20-minute review.
Each rep shared one win.
And one challenge they had already overcome.

People started learning from each other.
Instead of competing.

The shift was immediate.

 • Reps asked each other for advice.
 • They shared techniques that worked.
 • They jumped on calls to help close deals.

After 90 days:

 • 4 out of 6 reps hit or exceeded target.
 • The team close rate moved from 23% to 52%.
 • One underperformer left and was not replaced.

But the biggest change wasn’t on the dashboard.

The founder stopped trying to be the best salesperson in the room.

And started being the leader who made everyone else better.

The lesson was simple.👇🏼

You don’t scale performance by training people harder.

You scale it by designing better systems and leading differently.

If this sounds familiar, that’s usually the signal.

DM me “team” and I’ll tell you whether this is something I can help with.

-----------
✍🏼 I'm Monica,
I work with founders, CEOs & owners on leading more effectively and building high performing teams.

🔔 Follow me, Monica Federico for more like this.

People don’t quit jobs.
They quit leadership that takes them for granted.

They quit because of every moment they felt invisible.

And if you’ve ever lost a great employee and thought:
“I didn’t see it coming”...

❌ Maybe you weren’t looking close enough.
❌ Maybe you didn’t hear them when they spoke up.
❌ Maybe you didn’t speak up for them when it mattered.

It may sound harsh but I have made a couple of these mistakes myself in my early days. 

The only way not to repeat them was to admit I did. 

Below are the 10 most common leadership mistakes👇🏼

Easily done when we get distracted.
Because things are moving fast.
And the pressure on leaders is real.

But don’t lose sight of what matters.

✅ Show up for them.
✅ Reward fairly.
✅ Have their back.

That’s what keeps your best people.

---------------
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I used to believe running at 100% capacity was the only way to build something meaningful.

Every weekend at the laptop. 
Every holiday interrupted by "urgent" emails. 
Every dinner conversation cut short because my mind was still solving problems from the office.

The startup world reinforces this.

We wear exhaustion like a badge of honor and judge commitment by how consumed we are by our work.

But here's what I've learned: operating at maximum capacity isn't sustainable - it's a setup for failure.

When you're already maxed out and your top performer gets sick, or a key client has an emergency, or market conditions shift overnight, you have no reserves left. You break.

I now intentionally operate at 85-90% capacity. 
That 10-15% buffer isn't wasted space - it's strategic reserve for when a small crisis hits.

And this connects to a bigger question: how do we actually measure success?

We've been conditioned to focus on job titles and salary figures. 

But real, sustainable success includes strong relationships, good health, work you genuinely love, financial stability, and time to actually enjoy what you've built.

The founders who last aren't the ones who burn brightest - they're the ones who burn steadiest.

If this resonates, give it a repost. 
Maybe it's time we started building businesses that enhance our lives instead of consuming them.
----------------------------
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Most bad decisions aren’t made because people lack frameworks.

They’re made because something else is quietly shaping the choice.

If a decision still feels heavy, uncertain, or harder than it should…
the framework probably isn’t the problem.

It’s usually:

• The people & environments you’re surrounded by
• The pressure you’re operating under
• Your identity, past wins, and past mistakes
• The unspoken rules you’ve absorbed without noticing

None of these are personal flaws.
They’re subconscious influences.

Sometimes the most useful step isn’t another model or tool.

It’s pausing long enough to ask:
What’s already shaping how I’m seeing this?

That pause alone can change the decision.
----------------------------
Hi, Monica here 👋🏼
I coach founders and CEOs to lead more effectively
and build high-performing teams.

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5 Invisible Forces Shaping Your Business Decisions

Your team dysfunction isn't obvious.

It's the small patterns that compound into big problems.

I see this with many founder I coach.

They know the team isn't hitting their potential.
But they can't pinpoint what's breaking down.

The dysfunction hides in plain sight.

And by the time you notice, it's already costing you talent, momentum, and deals.

These patterns have predictable fixes.

Swipe through for the 7 I see repeatedly 
(and exactly how to address each one)

📌 Save for your next team review
♻️ Repost & help others in your network
—

Hi, Monica here ✍🏼
I coach founders and CEOs to lead more effectively
and build high-performing teams.

🔔 Follow me Monica Federico for more like this.

7 Costly Team Dysfunctions & How to Fix Them

Low team engagement will quietly erase 23% of your profits.
(Source: Gallup)

Happy teams are not a nice-to-have.
They are the foundation of your brand.

If they feel overlooked, your customers will feel it too.

- Engagement drops.
- Service suffers.
- Turnover rises.

And no amount of strategy or AI can cover that up.

How to fix that:

1️⃣ Build recognition into your team rituals
2️⃣ Treat feedback like a product cycle
3️⃣ Tie development to real business outcomes
4️⃣ Be flexible with structure, not standards
5️⃣ Show culture through consistent leadership behaviour

When your team feels valued, they create value.

For each other.
For your customers.
And for your bottom line.

----------------------------
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Most think emotional intelligence is just "being nice."
But the 1% have mastered something entirely different.

I've worked with hundreds of leaders, and there's one thing that separates the truly exceptional from everyone else.

It's not their technical skills or industry knowledge.

It's their ability to navigate emotions, their own and others', with precision and restraint.

The leaders who rise fastest aren't just smart.
They're emotionally intelligent.

Here’s the part most people miss:

Emotionally intelligent leaders don’t feel less.
They manage better.

 • They pause instead of reacting.
 • They stay steady when others spiral.
 • They don’t need to win the room to lead it.

The graphic breaks this down into 4 areas I see repeatedly in top performers:

 • Self-regulation under pressure
 • Reading people accurately
 • Calm, direct communication
 • Influence without force

If you’re scanning this thinking “some of this is uncomfortable”
that’s usually the signal.

These aren’t personality traits.
They’re learnable behaviours.

And the fastest gains come from fixing just one.

 💾 Save this.
Come back to it the next time you’re triggered.

That moment is where leadership actually shows.

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Luca Collina MBA

𝐂𝐨𝐧𝐯𝐞𝐫𝐭 𝐀𝐈 𝐂𝐨𝐦𝐩𝐥𝐞𝐱𝐢𝐭𝐲 𝐭𝐨 𝐘𝐨𝐮𝐫 𝐂𝐨𝐦𝐩𝐞𝐭𝐢𝐭𝐢𝐯𝐞 𝐀𝐝𝐯𝐚𝐧𝐭𝐚𝐠𝐞

AI isn’t simply a technology — it’s a business game changer. But unleashing its full potential takes more than technical know-how. 𝗜𝘁 𝗿𝗲𝗾𝘂𝗶𝗿𝗲𝘀 𝗮 𝘀𝘁𝗿𝗮𝘁𝗲𝗴𝗶𝗰 𝗼𝘂𝘁𝗹𝗼𝗼𝗸, 𝗺𝗮𝘀𝘁𝗲𝗿𝘆 𝗶𝗻 𝗔𝗜 𝗮𝗻𝗱 𝗮 𝗰𝗹𝗲𝗮𝗿 𝘃𝗶𝘀𝗶𝗼𝗻 𝗼𝗳 𝘃𝗮𝗹𝘂𝗲 𝗴𝗲𝗻𝗲𝗿𝗮𝘁𝗶𝗼𝗻. 𝗧𝗵𝗮𝘁’𝘀 𝘄𝗵𝗲𝗿𝗲 𝗜 𝗰𝗼𝗺𝗲 𝗶𝗻.

As an 𝗔𝗜 𝗩𝗮𝗹𝘂𝗲 𝗗𝗲𝗰𝗼𝗱𝗲𝗿, I make sense of the AI complexity by articulating guidance for leaders to separate hype from reality, and focus their efforts on what will truly drive competitive advantage. I have been working as a 𝗕𝘂𝘀𝗶𝗻𝗲𝘀𝘀 𝗜𝗻𝘁𝗲𝗴𝗿𝗮𝘁𝗼𝗿 focusing on measurable business impact and maximising total customer lifetime value that an AI-based approach can provide.

As a 𝗖𝗼𝗹𝘂𝗺𝗻𝗶𝘀𝘁 𝗳𝗼𝗿 𝗧𝗵𝗲 𝗪𝗼𝗿𝗹𝗱 𝗙𝗶𝗻𝗮𝗻𝗰𝗶𝗮𝗹 𝗥𝗲𝘃𝗶𝗲𝘄, I closely follow AI developments, their business implications and strategic opportunities — helping leaders make better, quicker and more assured decisions.

In addition, for supporting consulting, 𝗜 𝗮𝗺 𝗮 𝗠𝗲𝗺𝗯𝗲𝗿 𝗼𝗳 𝗘𝗱𝗶𝘁𝗼𝗿𝘀 𝗳𝗼𝗿 𝗝𝗔𝗜𝗜--𝗝𝗼𝘂𝗿𝗻𝗮𝗹 𝗼𝗳 𝗔𝗽𝗽𝗹𝗶𝗲𝗱 𝗜𝗻𝘁𝗲𝗿𝗱𝗶𝘀𝗰𝗶𝗽𝗹𝗶𝗻𝗮𝗿𝘆 𝗜𝗻𝘀𝗶𝗴𝗵𝘁𝘀 from which I contribute to thought leadership and interdisciplinary research. This is an academic publication fostering collaboration across leadership, technology, education, and sociology. At JAII, I join forces with other leading scholars and practitioners to produce high-quality peer-reviewed research papers bridging the gap between theory and real business applications in AI,  fresh research to be analysed.

𝗛𝗼𝘄 𝗜 𝗛𝗲𝗹𝗽 𝗬𝗼𝘂 𝗪𝗶𝗻 𝘄𝗶𝘁𝗵 𝗔𝗜: 🚀

AI Strategy for Growth – Power AI capabilities into business advantage
Executive AI Literacy    – Simplify complexity and make better AI decisions.
Research & Insights    – Data-based analysis of AI’s effects on business.
Decision Intelligence   – Bridging the gap between AI, strategy and foresight for improved decision 
                                       making.
𝗪𝗵𝗼 𝗜 𝗪𝗼𝗿𝗸 𝗪𝗶𝘁𝗵:
I work alongside executives, Senior Managers, Professionals, and Organizations who don’t just want to learn about AI; they want 𝘁𝗼 𝗯𝗲 𝘁𝗿𝗮𝗶𝗹𝗯𝗹𝗮𝘇𝗲𝗿𝘀 𝘄𝗶𝘁𝗵 𝗶𝘁..As a Chief Executive Officer, strategist and decision-maker in the field of AI-powered transformation, I guide you toward releasing real business value.

Reach out to start using AI as your competitive advantage.

Digital Transformation | RPA Automation | AI & Business | Organisational Culture

Providing solutions to business organizations by helping them to establish efficient and results-oriented transitional and transformational strategies.
𝗧𝗿𝗮𝗻𝘀𝗳𝗼𝗿𝗺𝗮𝘁𝗶𝗼𝗻: our framework HIT™ ( HIGH-iMPACT TRANSFORMATION) connecting the transformation with the company and business strategies and supporting the delivery of the activities required to achieve the Company's goals for a safe GTA™(Go-to-Adoption) with our integration model. 
𝐀𝐈 𝐚𝐧𝐝 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 𝐂𝐨𝐧𝐭𝐢𝐧𝐮𝐢𝐭𝐲: Leave out the hype and support CEO's to strategise, implement and adopt AI functionalities for Businesses reducing risks about - Business Impacts? Benefits and dis-benefits? How to implement AI in your Business?
𝗚𝗿𝗼𝘄𝘁𝗵: Unmet customers' needs Jobs To Be Done(JBTD) and Business Strategies.

Luca MBA

𝐈𝐬 “𝐀𝐠𝐞𝐧𝐭 𝐒𝐩𝐫𝐚𝐰𝐥” 𝐢𝐦𝐩𝐚𝐜𝐭𝐢𝐧𝐠 𝐲𝐨𝐮𝐫 𝐛𝐮𝐬𝐢𝐧𝐞𝐬𝐬? 
By 2026, businesses will be drowning in orphaned AI tools. The fix? AI Orchestration. It’s not that you need more agents; it’s that you need them coordinated by a Master Orchestrator. Don’t let your AI work in silos. When your HR agent can finally talk to your Finance agent, that’s when real value gets created. Are you ready to be the conductor, or are you just throwing into the pot? 
#aiorchestration #strategy2026

Luca  Collina MBA

View newsletter: 𝐀𝐈 & 𝐁𝐮𝐬𝐢𝐧𝐞𝐬𝐬 

In 2024, we were thrilled to have one chatbot write all our emails. Now in 2026, the honeymoon with chatbots is already over. Many companies now have 

Open article: Harnessing the Agentic Chaos by Luca Collina MBA • 2 min read

𝐇𝐮𝐦𝐚𝐧-𝐂𝐞𝐧𝐭𝐫𝐞𝐝 𝐄𝐱𝐩𝐥𝐚𝐢𝐧𝐚𝐛𝐥𝐞 𝐀𝐈 (𝐇𝐂𝐗𝐀𝐈)

AI is becoming more capable, but harder to understand. Decisions are automated, yet humans remain accountable. This is why explainability must move beyond models and outputs, toward helping people keep clarity, confidence, and judgment when working with AI systems over time.💁 

#explainableAI #AIgovernance #AIleadership #HumanCenteredAI

In my previous work on AI strategy, on agentic systems and governance, explainability is a leitmotif.” The fundamental question is not whether AI mode

Open article: Human-Centred Explainable AI (HCXAI)-next step of XAI by Luca Collina MBA • 3 min read

Human-Centred Explainable AI (HCXAI)-next step of XAI

𝐘𝐨𝐮 𝐝𝐨𝐧’𝐭 𝐧𝐞𝐞𝐝 𝐭𝐨 𝐥𝐞𝐚𝐫𝐧 𝐏𝐲𝐭𝐡𝐨𝐧 𝐭𝐨 𝐠𝐨𝐯𝐞𝐫𝐧 𝐀𝐈

You didn't need to learn COBOL to manage the mainframe, and you don't need to learn Python to govern AI in ServiceNow. AI risk is a business process issue, not a coding bug. Driving Business Process Evolution requires AI Governance and Risk Stewardship.(Linda Restrepo) ☺️

Why are we still trapping cross-functional accountability in technical silos?

 #aigovernance  #businessprocessevolution #riskstewardship #vibecoding

The current paradox of AI adoption is striking: while enterprise implementation reaches record highs, the predicted explosion in demand for AI risk tr

Open article: The AI Risk 'Expert' Myth & the BA Legacy by Luca Collina MBA • 3 min read

The AI Risk 'Expert' Myth & the BA Legacy

Everyone says they want new ideas. They request them in meetings, put them on the agenda, and then ask the question again as if curiosity will bring safety alone. This is the problem. True new ideas at that time must often be seen as something to control rather than signal for exploration.


This is how organisations keep talking about innovation while protecting stability. The idea is admitted into the room, but it is restrained by procedures, power structures, authority and harmonious relationships with others (etc.). It may be seen but not heard. It may live only if things stay in order and do not affect decisions, schedules or power.

Soon it develops into a silent trade-off. Leaders hold on to their precious control, while teams learn which ideas are welcome and which would be better left unsaid. The real danger here is not that you have too few new ideas around–but simply that the organisation has become very good at rendering them harmless before they ever get a chance to be born....

𝐒𝐭𝐫𝐚𝐭𝐞𝐠𝐢𝐜 𝐞𝐧𝐨𝐮𝐠𝐡 𝐟𝐨𝐫 𝐬𝐥𝐢𝐝𝐞𝐬; 𝐓𝐚𝐜𝐭𝐢𝐜𝐚𝐥 𝐞𝐧𝐨𝐮𝐠𝐡 𝐭𝐨 𝐢𝐠𝐧𝐨𝐫𝐞


Whenever there is a high-level discussion of AI, the same refrain keeps cropping up. It is categorised as strategic, often with a ring of competitive urgency and long-term implications. It comes up in the vision decks of companies, in executive briefings, and in transformation stories, where it is seen as something that will fundamentally alter the organisation.
But afterwards, little is really different.
AI budgets still look paltry next to anything called core operations. Governance structures are often postponed, diluted, or treated as an afterthought in bureaucracy. Decision rights remain just where they were before AI entered the picture, even though AI is now expected to be able influence the outcome. This often does not indicate doubt about AI itself. More often, it is an effort to avoid the full implications of strategy. Real strategy involves trade-offs. Resources have to be reallocated, priorities changed, and who has power when decisions are made under conditions of uncertainty is no longer clear.

Most AI projects are deliberately set off to avoid the sort of untoward events, so AI can then handle process optimisation, weather prediction and insights into its own processes. However, AI is almost never given the chance to seriously question working assumptions or call established decisions into question. In the real world, it becomes an analysis wrapper.
That means that AI is tacked on top of existing corporate logic, rather than actually being a driver of change across the board. A new technology evolves, but the organisation itself is still more or less the same as before.
When things do not work out, the familiar explanation crops up: the AI is said to be immature, difficult to scale or hard to convert into value. What is less often mentioned is that these limitations are frequently due to design decisions. No AI capability working on a small budget without proper ownership and no authority can ever be strategic, no matter how sophisticated technically.

In many organisations, however, the real obstacle is not technology but their own innate conservatism in letting AI shake existing power structures, incentives and operating methods. It requires executives to concentrate on the meaning of a business decision. Who will make the decision? What criteria will determine which way they go, and how many other decisions are tied up with this one, so that you can't simply ignore it for now? But instead of momentous communiques or mass-awareness sessions for people across the company, what's really needed is focused executive training with detail and specificity.

So long as AI remains an object of talk rather than action, it will never really become part of an organisation. Diversified language might be nice, but if there's no operational concomitant, then the strategy is not grounded in reality but an empty reassurance.

Carmen Marsh announced that the Global Council for Responsible AI will be at the World Economic Forum in Davos to launch the GRAICE™ framework.
 This new global standard is meant to guide ethical, transparent, and human-focused AI use. 
It was built with contributions from experts across more than 75 countries. The goal is to help governments, companies, and communities make responsible AI real, not just a slogan. Thank you for your work!

President & CEO at United Cybersecurity Alliance (Europe, US, Middle East & Japan) | Global Council for Responsible AI

Historically Important Announcement!

The Global Council for Responsible AI is Davos-bound - and we are about to make history.

Next week, during the World Economic Forum in Davos, we will formally unveil our global Responsible AI Framework:
GRAICE™ - Global Responsible AI Compliance & Ethics.

GRAICE™ is the first truly global, cross-sector, cross-industry, cross-platform Responsible AI framework, designed to safeguard humanity in how AI is developed, implemented, governed, and used.

This framework is the product of a global coalition spanning 75+ country chapters, co-authors, and expert reviewers who came together to build a unifying standard for ethical, transparent, and human-centric AI. It is built to serve policymakers, enterprises, startups, and civil society alike, so that Responsible AI moves from a slogan to a shared operating system for governance and innovation.

Davos at Abraham House | January 21 | 3:00 PM (local Davos time)

For those attending WEF, join us as we co-present the framework alongside Sol Rashidi, MBA’s Human Amplification Index (HAI) at Abraham House, right in the heart of Davos.

In this session, GRAICE™ will sit alongside HAI — the “GDP of Humanity” — to help anchor a new, human-first global standard for measuring AI’s impact on people, work, and society.

Enormous kudos to our incredible framework co-authors and reviewers across 75+ global chapters. This milestone belongs to all of you, and your names will forever be part of the framework's existence. 👏👏👏 

If you care about building AI that amplifies human potential instead of eroding it, this is your moment to plug into a global movement for Responsible AI. Btissam L. 

#ResponsibleAI #GRAICE #AICompliance #AIEthics #WEF #Davos #AIGovernance #HumanCentricAI

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The Battle

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