I would say, like all the partners I have spoken to before, they all mention that a lot of collaboration is necessary. The only negative aspect, as you described, is how to split a project if two people are winning it. For example, if it's a $1 million project with two companies working together, how do you split it? It seems like a lot of collaboration is the biggest issue. Would you say that?

It's not really a lack of collaboration, but more of a conflict? Before closing the deal and starting, we usually find a way to work together or escalate the problem. Mario or someone else decides who is the project owner. Internally, there are rules for collaboration. If a company raises a project and involves another company, there are rules, like a finder's fee or a split of activities. In a one million project, there is space for companies to cooperate. We decide on parts of the project, work together, and assign personnel. There are conflicts and overlaps, but normally there are rules to manage them, and there's enough agreement to work together and resolve conflicts.

Is it challenging to replicate what you have in Italy in places like Germany, Brazil, or the UK? The model seems unique and culturally Italian. Was it difficult to implement the same model in Brazil or Germany? People I've spoken to in Germany or the UK often mention that the way Italy runs its business is different from the UK or Germany. What was it like trying to apply the same model in Brazil?

I believe that the difference in Italy compared to other countries is not so much about the country itself, but rather the presence and leadership of Mario. I recall that all the partners here, we were a relatively small team of about 20 to 30 people. We really embraced Mario's model and way of working. We were all focused on the same vision.