4scale Ventures

Support companies at all stages to reach their ambitions on growth, efficiency and leadership. We use our combined experiences within commercial, product and technology to help our customers and portfolio companies scale in a sustainable way.

What we do:
- Advisory roles and board seats
- Investments
- Selective consultancy projects
- Interim positions in senior leadership roles

Founding Partner

Meela

Tech advisor

PhysAct

VP of Engineering

Kambi

Head of Development - Retail Stream

Development Lead

Ericsson

Head of Development Center

Section Manager

Ericsson Telecomunicazioni S.p.A.

Lean&Agile Coach

Leading agile teams SW department
Agile Coach

R&D Manager and Agile Coach

Leading a department responsible of Integration&Verification and Market customization.

R&D Manager

Development Team coordination
Customer requirement definition and clarification
On site support and technical point of reference for the customer
Product and technical documentation

Technical Coordinator

Accenture

Consultant

Fractional CTO / VP engineering | Tech Advisor | Founding Partner 4scale Ventures

Passionate, energetic, and people-oriented leader with 10+ years’ experience in product and tech (Head of SW, Director of Engineering, VP engineering). 

Strong international (Italy, China, Sweden, and Romania) and cross-industry (telecom, gaming/gambling, health-tech) background. 

Solid experience in change management and organizational development.

Agile certifications: CSM, CSPO, CSP.

Personal blog: www.leadbeyondcode.com

The future is not a point, it is a range of potential outcomes.


When making predictions, we often fall into the trap of considering the future as a fixed point, a single scenario waiting to be uncovered.

Estimates in SW development are a perfect example.

I’m sure you are familiar with statements like

“We are going to deliver this feature on <exact date>”

👉  The reality is that future is better represented by a range of potential outcomes.

Reasoning in terms of ranges and consciously thinking about the extremes:

➡ Opens our minds and helps us to consider a broader set of possibilities. 
➡ Allows us to better prepare for variations, adapting our strategies to fit different potential scenarios.
➡ Helps us acknowledge and embrace uncertainty. Considering a range of possible outcomes better represents the inherent level of uncertainty present in any prediction.
➡ Improves alignment and communication by setting more realistic expectations.

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Mauro B.

Feeling not quite up to the task? No worries, it could be a good sign because…


…situations that make us feel inadequate can offer incredible opportunities for personal and professional growth.

I've had my fair share of moments when I felt inadequate, and looking back, it was because: 

➡ My competencies needed to be sharpened and/or
➡ My reasoning needed to be leveled up and/or
➡ My assumptions needed to be re-assessed and/or
➡ My behaviors needed to be adjusted

So, what to do when you find yourself in similar situations?

1️⃣  Don’t panic, stay calm, and give yourself time to learn and grow
2️⃣  Be open and transparent with your team about your uncertainties. Saying “I don’t know” is a sign of strength, not weakness.
3️⃣  Don't hesitate to ask for help or support.

And most important…

👉  Remind yourself that It's all part of the journey to becoming the best version of yourself.


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✏ Take a look at my blog and subscribe (link in bio)
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If you are a tech leader and you don’t have time to:


Look ahead and set a direction for your team
Mentor and coach your team members
Help your team perform at their best 
Continuously share information
Promote technical excellence
Seek and provide feedback
Forster the “right” culture
Bridge tech and business
Develop your skills
Align stakeholders
Be a role model


…it’s time to reassess your priorities!

👉 The good news is that is never too late to adjust your focus.

What do you think you should start doing today?

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😎 Need help to reconsider your priorities? Send me a DM.

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There is one important thing I learned over the years about decision-making


Don’t make decisions when strong emotions are at play.
 
It might seem like a no-brainer yet, we often fall into this trap.

When making decisions, we tend to give high importance to the present moment. 

What we see, sense, and feel constitutes the biggest input to our decision-making process. 

By doing so, we might miss the big picture, the long-term perspective.

The best strategy to avoid this risk is to step back, distance ourselves, and gain more clarity.

👉 The clarity of distance! 👈 

One simple way to get there is to ask ourselves the simple question:

“What would I advise my best friend to do in this situation?”

When giving advice, we set aside short-term emotions and focus on the most important factors in the decision-making.

Another powerful technique is called 10/10/10 and is about asking ourselves the following three questions:

✅ how will we feel about this decision in 10 min?
✅ how will we feel about this decision in 10 months?
✅ how will we feel about this decision in 10 years?

These questions help shift focus from the present to the future, providing a more holistic and long-term view of your choices.

—
🔔 If you like my posts, follow me for more!
✏ Take a look at my blog and subscribe (link in bio)
😎 Need a coach or mentor? Send me a DM.

Stop calling them negative feedback.


Feedback is valuable information that, when properly provided and received, can trigger reflections, improvements, and learnings.

At its core, feedback is data and more data is better than no or very limited data.

So,

👉 All feedback is positive as it offers new insights that help us grow.

It is not just about semantics.

Looking at feedback from this perspective

➡ Helps the receiver to be more open and welcome feedback. 
➡ Encourages the sender to give feedback as they are perceived as helpful rather than harmful. 



Inspired by a recent episode of Lenny’s podcast.

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✏ Take a look at my blog and subscribe (link in bio)
😎 Need a coach or mentor? Send me a DM.

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