Fewer Risks, Better Results: Laser Surgery for BPH Explained by One of Italy’s Leading Experts

In Italy, over 30,000 surgeries for benign prostatic hyperplasia (BPH) are performed each year using traditional methods such as TURP (transurethral resection of the prostate). Yet today, there are more effective, less invasive alternatives with fewer post-operative complications. We discuss this evolution with Dr. Giovanni Ferrari, urologist and founder of C.Ur.E. – Centro Urologico Europeo, a nationally recognized facility specializing in laser technologies and the training of medical professionals. The center has combined clinical excellence with patient-centered care through an organizational model based on collaboration, professional freedom, and shared responsibility.

By Roberta Imbimbo

Dr. Ferrari, in Italy there are still more than 30,000 BPH cases treated each year with traditional methods like TURP. What are the limits of this approach today?
For a century, TURP has been the standard procedure for BPH surgery, but recent scientific studies have revealed significant limitations: it is an invasive technique that requires longer hospitalization, carries a higher risk of bleeding and sexual side effects, and involves slow post-operative recovery with possible long-term recurrences. Moreover, in elderly patients or those with other medical conditions, TURP can be too aggressive.

What are the alternatives available today for treating benign prostatic hyperplasia?
Today we have at our disposal both minimally invasive and laser-based technologies that represent a real breakthrough in BPH management. Laser solutions, in particular, have revolutionized the treatment of this condition by offering high clinical effectiveness with much less impact on the patient’s quality of life compared to traditional methods. These techniques allow for the precise and safe removal of obstruction, even in cases of large prostates, with minimal bleeding. The benefits for the patient are clear: precision and speed of intervention, significantly reduced risk of bleeding complications, very short hospital stay (often performed in day-surgery), rapid return to daily activities, minimal impact on sexual and ejaculatory function, lower risk of incontinence, and long-lasting results with a marked improvement in quality of life. With equal surgical experience, the laser approach drastically reduces the need for long-term reintervention thanks to more complete removal of the prostatic adenoma. It is a modern, customizable, and safe surgery that now represents the standard of care in specialized centers such as C.Ur.E. We firmly believe that adopting these technologies is not merely a technical choice but an act of responsibility toward the patient—treating them in the best possible way with the least possible impact.

Can you explain the difference between the various laser technologies in use today—Green Laser, Holmium, and Thulium—and when one is chosen over another?
Today, more than ever, it’s not enough to know the technology—you must know how to interpret it. The laser technologies available—Green Laser, Holmium, and Thulium—are all highly effective; there is no single “best” technique. What makes the real difference is the surgeon’s clinical awareness and ability to tailor the method not only to the prostate but also to the patient and the surgical context. The laser is a powerful and versatile tool, but it is the surgeon’s mind, skill, and experience that determine the outcome. The choice depends not only on prostate size but also on the surgeon’s expertise, familiarity with a specific technology, and the equipment available at the facility. This is what we call “tailor-made surgery”—a customized approach that adapts to both the patient and the surgeon. In the past, with TURP, we were limited to a single operational method. Today, we have the freedom (and responsibility) to choose the most appropriate option among several excellent alternatives. But to do this properly, one must understand all techniques thoroughly—their physical principles, limitations, and advantages. Only then can we provide truly personalized, safe, and effective medicine.

Your center is nationally recognized as a reference point for teaching laser techniques. What does this role involve, and what skills are required?
Our center is accredited for training Italian and international urologists. Our goal is to spread the responsible use of modern technologies, which we have been using since 2010, by providing doctors with specialized knowledge on the use of surgical lasers, patient selection, and post-operative management. Training is key to offering increasingly safe and personalized care. Working with powerful tools like lasers requires proper guidance and education to avoid patient harm such as urinary incontinence or impotence.

What is the future direction in BPH treatment? Will we see a gradual abandonment of traditional techniques in favor of less invasive approaches?
We are already witnessing a progressive yet decisive shift away from traditional techniques. The future has already begun: laser and minimally invasive solutions are transforming BPH surgery into a treatment that is increasingly safe, effective, and truly centered on the patient’s needs. In this context, the C.Ur.E. Center is more than just a medical facility—it is a hub of innovation and education, where every procedure is designed to offer patients the best possible solution, and every decision is guided by expertise and vision.

This is where the urological surgery of the future takes shape.
Day by day.
Person by person.

In the current system governing tax law, characterized by an exceptionally high rate of legislative production, tax litigation continues to represent one of the most complex and dynamic areas. It requires specialized expertise and constant, qualified updates within a strategic vision of the disputes between taxpayers and the tax administration. In this context, Tax Solving StP, a Bergamo-based firm founded by chartered accountants Giorgio C. Rubini and Luca Alberti, and already featured in leading national publications, stands out as a solid point of reference for companies and professionals who need qualified and timely assistance in managing tax disputes. We spoke with the two professionals to learn more about the firm’s activities.

Dr. Rubini, what are the current figures on tax litigation in Italy?
Each year, the Department of Tax Justice of the Ministry of Economy and Finance publishes an annual report on tax litigation. The data for 2024, released in June, show a total of 224,725 appeals filed across the two levels of jurisdiction, marking a significant increase in both first-instance cases (+31.6%) and appeals (+15.4%) compared to 2023. The total value of settled disputes amounts to approximately €26 billion, with an average case value of €118,000. These figures are extremely significant and have sharply increased in recent years, likely linked to the strong rise in disputes that began in 2022 following the resumption of tax assessment and collection activities, which coincided with the end of emergency measures introduced in 2020 and 2021 in response to the Covid-19 pandemic. The surge recorded in 2024 in first-instance cases also stems from the abolition of the mandatory tax mediation procedure under Article 17-bis of Legislative Decree No. 546/1992, for appeals notified from January 4, 2024, onward.

What conclusions can we draw from this scenario?
Such a situation invites reflection both at the legal-institutional level and the socio-economic level, as it implies a high degree of fiscal uncertainty for businesses and citizens, with strongly negative effects on trust in the tax system. Beyond the absolute value of the figures—which are alarming in themselves—the most striking element is the average value of the disputes: €118,000 per case. This means that these controversies have a significant financial impact and may also extend into corporate or criminal tax matters. Consequently, whenever a tax dispute arises, there is a clear need for highly qualified technical defense, capable of developing targeted and advanced litigation strategies based on experience and continuous updates on case law.

Dr. Alberti, how does Tax Solving StP handle complex tax disputes, and what tools do you use to assess risk and guide clients toward the best solution?
We ensure a thorough preliminary analysis of the taxpayer’s fiscal position, including risk assessment and cost-benefit evaluations between litigation and early settlement, while also exploring negotiated and alternative solutions such as settlements, rulings, and compliance procedures. Recently, our firm has also introduced a strategic ally to further improve overall efficiency in managing litigation: artificial intelligence (AI). This system performs automated logical consistency checks and predictive calculations on the probability of success in court, compared with potential early-settlement options. This approach significantly reduces time spent on repetitive tasks and allows a stronger focus on strategic thinking by the legal counsel, a figure that remains central and irreplaceable.

In addition to tax litigation, Tax Solving StP is also known nationally for providing advisory services aimed at asset protection. What can you tell us about this specific area?
We live in a time when families increasingly express the need to protect the wealth accumulated over generations, seeking the right balance between present needs and future ambitions. In this context, Tax Solving StP offers specialized expertise and tools to provide clients with qualified support in safeguarding their assets, including during generational transitions, ensuring continuity and preserving value over time.

In recent years, dentistry has undergone a quiet yet profound evolution, thanks to the introduction of digital technologies in daily practice. Among the most significant innovations, computer-guided implantology has become one of the most solid and reliable pillars of prosthetic rehabilitation, offering increasingly predictable, minimally invasive, and aesthetically valuable results. We discussed this with Dr. Marco Marra, dentist and specialist in Implantology and Implant-Prosthetics in Odontostomatology, who has been applying this technique for years with excellent results.

by Roberta Imbimbo

Dr. Marra, how would you define digital implantology today?
I would define it as a modern, highly advanced method that provides concrete advantages for both the patient and the clinician. Thanks to 3D planning software, it is now possible to design the surgical procedure virtually, visualizing in advance the bone anatomy and the optimal position for the implant. This enables extremely precise, safe, and predictable surgery — key factors in improving the patient’s experience and the clinical outcome.

You often speak of “computer-guided and prosthetically guided implantology.” What exactly does that mean?
It’s a highly advanced and precise clinical approach that combines digital planning with minimally invasive surgery, with the goal of ensuring not only the functional success of the implant but also an optimal aesthetic result. The process begins with virtual pre-surgical planning using specialized software that integrates clinical data, digital impressions, and radiological images obtained through CBCT (Cone Beam Computed Tomography). This allows for the virtual positioning of the implant in the most anatomically suitable area and, more importantly, in the exact point where the future prosthesis will achieve maximum aesthetic and functional integration.
Once the planning is defined, a surgical guide — a custom-made 3D-printed template — is created to faithfully transfer the digital plan into the patient’s mouth. This step is crucial because it ensures absolute consistency between digital design and clinical execution. Thanks to prosthetically guided surgery, the implant is positioned in such a way that the future dental crown emerges perfectly from the gum, ensuring symmetry, harmony of the smile, and a natural appearance. The digitalization of the implant process not only improves surgical efficiency and safety but also makes possible a highly predictable, personalized, and long-lasting prosthetic outcome, raising the overall quality standard of treatment.

What are the main benefits for the patient?
Computer-guided implantology offers numerous advantages, especially thanks to the use of the Flapless technique, which allows implant placement without incisions or sutures. This method — also known as “closed-flap surgery” — is suitable for patients with favorable gingival and bone conditions. In such cases, it is possible to avoid lifting the gum flap and instead create only a small access point (called an operculum) through the mucosa using a personalized surgical guide that directs the implant into the planned position with extreme accuracy.
Compared to traditional surgery, the benefits for the patient are clear: surgical trauma is significantly reduced, leading to less bleeding, swelling, and post-operative pain. The absence of sutures and the reduced manipulation of soft tissues also contribute to faster healing, a lower risk of infection, and better preservation of vascular integrity and peri-implant tissues.
Modern implantology aims precisely to combine functionality, aesthetics, and minimal surgical invasiveness, ensuring greater comfort for the patient and a smoother post-operative recovery. It is important to note, however, that when anatomical conditions do not allow a Flapless approach, computer-guided implantology can still be performed using the “open flap” method, while maintaining the advantages of precise digital planning and highly predictable implant placement.

And what about the advantages for the clinician?
As mentioned, the main benefit is planning. Having the ability to “see” in advance where to place the implant allows for extremely precise work and reduces intraoperative unpredictability. With modern digital software, the procedure can be simulated, the safest and most effective position for the implant can be selected, and then the surgery can be carried out exactly as planned. This approach increases surgical safety, predictability of results, and patient satisfaction.
Using surgical templates designed with digital technology also ensures extremely accurate implant placement, based on virtual planning performed in the pre-operative phase. For all these reasons, in modern implantology, the use of computers and advanced design software is no longer just an option — it has become an essential requirement to deliver safe, predictable treatments aimed at maximizing patient benefit.

In conclusion, can we say that digital technology has changed implantology forever?
Absolutely yes. It’s not just a technical evolution but a true paradigm shift. Digital implantology allows for less traumatic procedures, more stable results, and higher overall quality of care. It’s a revolution that places the patient’s well-being and treatment efficiency at the center. In short, digital technology has changed the way we think about smile care: more precise, more human, and more patient-centered.

In an era when Artificial Intelligence promises to revolutionize every sector — from healthcare to industry, from marketing to consulting — the greatest risk is not automation, but the illusion that technology can replace expertise. In reality, without the cultural tools to interpret algorithms, without a critical approach and qualified professional support, even the most innovative tools lose their effectiveness.

Nunzio Vernazzani, founding partner of COMED S.r.l., a Naples-based company with over 30 years of experience providing management solutions and advanced consulting services to SMEs, knows this well. In this interview, the founder of this Italian excellence explains how AI can truly enhance decision-making processes — provided it is placed in the right hands.

by Roberta Imbimbo

Dr. Vernazzani, today everyone is talking about Artificial Intelligence. What role is AI playing in your field?
AI is making its way powerfully into the world of business and management consulting. We use it to improve data analysis, anticipate trends, simplify complex processes, and support strategic decisions. But let’s be clear: we are not talking about a “magic machine” that solves problems on its own. AI is an extraordinarily powerful tool, but it must be guided by competent people — those who know what to ask of it, how to interpret its results, and, above all, how to integrate it into a coherent business vision.
True innovation is never purely technical; it is, above all, cultural. This is why adopting AI requires a paradigm shift: it’s not enough to introduce new software — you must change your mindset, invest in training, and develop a new capacity for critical data interpretation. Only then can AI become a true added value for companies, not just another passing trend.

So the risk is believing that simply adopting intelligent software is enough to innovate a business?
Exactly. One of the most common mistakes is thinking that “technology” automatically means “solution.” But if the user lacks a solid digital culture, cannot interpret an algorithm, or understand a statistical correlation, that software will be of little use. It’s like putting a Ferrari in the hands of someone who has never learned to drive.
Our job as consultants is precisely this: to accompany companies, guiding them not only in choosing the right tools, but above all in understanding and using those technologies consciously — transforming them into intelligent, efficient, and sustainable processes.

COMED presents itself as both a technological and consulting partner. How do these two roles come together?
We firmly believe that today you can no longer separate technology from strategic consulting. Our strength lies precisely in this integration: on one hand, we offer advanced software solutions that incorporate predictive logic and artificial intelligence models; on the other, we guide clients through a path of conscious digital growth.
That’s why we invest heavily in continuous training, solution customization, and above all, listening. Every company is unique, and AI must always be tailor-made.

Can you give us a concrete example?
Recently, we supported an SME in the manufacturing sector in adopting an AI-based system to optimize its supply chain. The result was a 15% reduction in logistics costs and a more accurate demand forecast. But the real change took place in the company’s mindset: data became the driving force behind decisions, not just a retrospective report.

What skills are still lacking today to truly harness the potential of AI?
Often what’s missing is the ability to interpret data critically and consciously. Too many people confuse automation with true intelligence. An automatically generated report is not enough to make effective decisions — we need hybrid professionals who combine technical expertise with business knowledge, and companies willing to invest not only in software but above all in digital culture.
AI does not replace corporate strategy — it strengthens it. That’s why continuous training, a clear vision, and a strong sense of responsibility are essential.

In conclusion: can AI really make a difference?
Yes, but only if it is placed at the service of people. AI will not replace consultants — it will empower those who know how to use it competently and consciously. The future belongs to those who can combine human expertise and artificial intelligence, strategic vision and operational flexibility. In an era where technology advances rapidly, only those who stop to reflect on the “why” and the “how” will truly be able to move forward with strength.
In this context, the role of partners like COMED will become increasingly crucial: translating the potential of innovation into concrete results, avoiding shortcuts, and building solid foundations for a sustainable and lasting digital transformation.

In an Italy marked by decades of deindustrialization, many former industrial areas—once the beating heart of the national economy—now appear as abandoned spaces: empty warehouses, halted projects, untapped potential. To reverse this trend, a concrete solution lies in the public-private partnership (PPP), an operational model based on structured cooperation between the State and private enterprise. It is not merely a public subsidy, but a true synergy: the public sector plans, simplifies, and supports, while the private sector contributes vision, expertise, and implementation capacity.

“Synergy works best when a private business—due to market difficulties, corporate crisis, or structural problems—collapses, leaving behind an open wound on the territory. In such cases, public intervention can act as a lever for recovery, provided it is guided by a coherent vision and shared objectives,” emphasizes labor law expert Nino Carmine Cafasso.

But the value of PPP extends far beyond the regeneration of a single industrial site. Often, these projects encompass a broader renewal: worker training, employee services, urban redevelopment, and collaboration with schools and universities. The result is an economy that starts moving again and a territory that comes back to life.

One example is the conversion project of the former plant in Via Argine, Naples, which will transform an abandoned industrial site into a modern production facility, allowing hundreds of workers to be reintegrated through professional retraining and upskilling programs.

“To truly work,” Cafasso continues, “this tool requires clear conditions: transparency in defining roles, reliable regulations, timelines compatible with business needs, and, above all, sustained political commitment. When these elements align, the outcome is virtuous—stable employment, attraction of investments, reactivated supply chains, and territories regaining competitiveness.”

In a country where too many corporate failures have turned into industrial wastelands, the public-private partnership represents a viable and replicable response. It is not a magic formula, but certainly a path worth pursuing with determination.

From a heart-stopping corporate crisis — resolved through a complex continuity agreement — to a textbook turnaround, culminating in being selected by Decathlon not just as a supplier, but as a true production partner for stores across Europe and in markets like Brazil, Russia, and China. All this while manufacturing athletic footwear — a product category highly vulnerable to Asian competition. This is the rare and remarkable trajectory of Skandia, a Treviso-based company founded in 1979 and “reborn” in 2023 after its crisis. Economy spoke with Mario Porcaro, now CEO of the company, who initially joined as a consultant for the complex restructuring process. “I stepped in as of January 2023, during a very delicate time,” recalls the executive. “The company was going through a deep crisis and had filed for a continuity agreement (concordato preventivo in continuità). As an advisor — and above all, as a chartered accountant specialized in business crises — I supported ownership in defining and implementing the recovery plan. At the end of the legal proceedings, the shareholders wanted to mark a clear break from the past management, and as of January 2024, they appointed me as chairman and CEO. From that point on, we embarked on a deep and concrete path to relaunch.”

by Roberta Imbimbo

What was the strategy for overcoming the crisis?
We undertook a thorough restructuring: we closed the plant in Romania, which had become too costly, and reinforced production in Serbia. More recently, we launched a new production operation in Tunisia, where the combination of quality and cost-competitiveness represents a strategic opportunity for our growth. We reduced costs, streamlined processes, and reactivated key commercial relationships, particularly in Eastern Europe. Decathlon gave us crucial support — they’re the customer everyone wants, with nearly 1,700 stores and €16.2 billion in revenue in 2024. Not only did they select us as a supplier, but from day one they treated us as a true production partner, which allowed us to ramp up our manufacturing volumes. We also invested in internal talent and established an advisory board made up of high-profile professionals — Elia Mocellin, Stefano Loschi, and Michele Zorzan — who support me with strategic vision and foresight.

Are you also looking at growth through acquisitions?
Yes, that’s a cornerstone of our strategy. In a stagnant market, growth through acquisitions is essential for achieving economies of scale. We’re evaluating several potential deals, but often we face a certain cultural resistance from Italian companies, which are still reluctant to embrace consortium and aggregation models. What we need is more vision and less fear of change.

What are your plans for the future?
We’re working on new collections with a focus on product innovation, comfort, and sustainability. In particular, we’re developing two new ultra-light sole lines designed to combine durability, flexibility, and lightness — perfect for a market that demands both design and performance. At the same time, our strategic goal for 2026 is twofold: on the one hand, we aim to expand our client portfolio by targeting premium brands and international retail chains — we’ve already started business discussions with several of them. On the other hand, we plan to significantly increase our production capacity. We’re also investing in digitalization and process automation to make our supply chain more efficient and traceable. Throughout all this, we remain focused on the values that define us: quality, reliability, and sustainable business management.

So, does Skandia have a new identity today?
I’d say we’ve rediscovered our industrial vocation, focusing on innovation, efficiency, and quality. We’ve built a modern governance structure capable of making strategic decisions quickly. It’s a business model that values people and puts economic and organizational sustainability at its core.

So Skandia is looking to the future with confidence?
Absolutely. We’ve overcome a major crisis and today we are a healthy company, with a solid structure, a clear vision, and shareholders ready to support further growth and acquisitions. The crisis is behind us. Now, we’re moving forward with determination — ready to take on new challenges as key players.

In an increasingly complex and interconnected economic environment, the role of the corporate lawyer is undergoing a radical transformation. No longer is the lawyer merely a professional who intervenes once litigation has begun, but rather a strategic figure capable of preventing legal risks, optimizing business processes, and supporting the entrepreneur in daily operational decisions. This is the so-called “ex-ante” consulting approach—one that anticipates problems instead of simply limiting the damage once issues arise. But that’s not all. The advent of new technologies—from blockchain to artificial intelligence to decentralized finance—is also generating unprecedented legal challenges. Today’s lawyer must reinterpret their role by developing new competencies to offer innovative and practical legal solutions. We spoke about this with lawyer Giovanni Palermo, legal consultant and founder of Quinta Dimensione Studio, a multidisciplinary firm that supports businesses with an integrated, agile, and future-oriented approach.
by Roberta Imbimbo

Lawyer Palermo, in Italy only 6.3% of companies make use of in-house legal resources. What does this figure tell us?
It’s a very telling number, which highlights that Italian businesses—especially small and medium-sized enterprises—are often not structured with stable internal legal departments. As a result, they need to rely on qualified external professionals to manage increasingly complex legal matters related to business operations. In practice, the lack of internal resources naturally fuels the demand for external legal services, making the relationship of trust between entrepreneur and lawyer not just important, but essential. It’s no longer just about providing technical assistance, but about building a long-term relationship founded on a deep understanding of the company’s dynamics and the ability to offer quick, concrete, and personalized solutions.

How has the role of the lawyer in business evolved in recent years?
I believe the role of the corporate lawyer has changed profoundly over time. Today, a lawyer can no longer limit their activity to handling litigation—they must work alongside the company continuously, becoming a true strategic advisor. The ex-ante lawyer—present, engaged, and integrated into company processes—is now indispensable for effectively tackling the daily challenges businesses face. The modern business lawyer must be versatile: supporting day-to-day operations, contributing to the attraction of investments, overseeing complex projects, and identifying concrete tools for growth, such as public funding, certifications, and strategic qualifications. Legal consulting can no longer be limited to strictly legal matters but must extend to internal organization, financial efficiency, overall cash flow improvement, and the company’s competitive positioning. In an ever-changing environment, the lawyer becomes a stable partner—someone who can build effective solutions and generate real value. This is why I’ve strongly advocated for a preventative approach with my clients, emphasizing the strategic importance of intervening before problems arise. This shift in perspective has produced tangible benefits: reduced costs—since targeted legal consulting is far less expensive than a multi-year lawsuit—and greater business resilience, thanks to litigation prevention and asset protection.

Are new technologies changing the legal landscape too? How should lawyers adapt?
Absolutely. New technologies are revolutionizing not just markets but also the regulatory framework and associated responsibilities. Just think of blockchain, cryptocurrencies, decentralized finance (DeFi), or the use of artificial intelligence in business processes. These are rapidly evolving areas, often not yet fully regulated, but which raise real and complex legal issues. The lawyer’s role must evolve accordingly: we need new tools, an open mindset, and the ability to interpret technological innovation from a legal perspective. Learning to manage new instruments to support businesses becomes essential to maintaining both domestic and international competitiveness. Today, legal risk is often tied to digital tools. Those unfamiliar with these tools risk being left behind—or worse, failing to adequately protect their clients. Ultimately, the law can no longer lag behind innovation: it must learn to move alongside it.

You founded “Quinta Dimensione Studio”, a professional partnership. Why this choice?
Because today’s business challenges are complex and require multidisciplinary solutions. No single professional can meet all the needs of a modern company. That’s the thinking behind “Quinta Dimensione Studio”: an integrated team of lawyers, engineers, architects, brokers, and accountants. We wanted to create a single point of reference for entrepreneurs—capable of delivering fast, complete, and coordinated responses. Having multiple professionals under one roof allows us to address a company’s challenges from every angle: legal, fiscal, technical, and organizational. Interdisciplinarity is now the key to providing truly valuable service—one that doesn’t just manage the ordinary, but anticipates problems and identifies real opportunities for growth and corporate stability. At Quinta Dimensione Studio, we place the entrepreneur at the center, offering tailored, coordinated services that support them through all phases of business—from day-to-day operations to long-term strategic planning.

What advice would you give a young lawyer who wants to work with businesses today?
Be curious, open to innovation, and committed to continuous learning. The business world is dynamic and complex, and the legal landscape is constantly evolving—with rapid legislative proliferation and changing case law. A young lawyer needs a cross-disciplinary approach. A purely legal education is no longer enough: one must have a 360-degree vision that encompasses economic, organizational, and strategic aspects. Only in this way can one truly understand a company’s reality and provide effective solutions. A modern lawyer must become a strategic partner to the entrepreneur—capable of interpreting the law flexibly and grasping the nuances that arise in the globalized contexts in which businesses now operate. Drafting contracts or handling litigation is still essential—but no longer sufficient. One must know how to prevent problems, read market signals, navigate public incentives, emerging technologies, subsidized finance, compliance—and transform these into opportunities. This requires meta-legal training—that is, the ability to integrate legal knowledge with economic, organizational, and technological understanding, as well as mental agility, a collaborative spirit, and the willingness to step up every day. Today’s corporate lawyer is no longer just a legal technician, but a strategic ally in the company’s growth and protection.