In the Italian construction landscape, few sectors have evolved as rapidly as the field of prefabricated systems for window openings. Alpacom—now led by its third generation—has been part of this transformation since the 1970s, growing from a small artisanal workshop into a technological leader. Today the company is headed by Dr. Alice Carollo, who carries forward the legacy of her grandfather and parents with a clear vision: combining innovation, sustainability and social responsibility, making the family business increasingly future-oriented and at the forefront of the industry.

by Roberta Imbimbo

Dr. Carollo, Alpacom is a company with roots going back to the 1970s. How did your story begin?

Alpacom’s story is, above all, a family story. It began in the 1970s, when my grandfather laid the foundations of the company, inspired by three values that continue to guide us today: quality, innovation and service. In the years that followed, my parents carried that vision forward with the same passion and determination, strengthening the company’s identity. Today, with the third generation, we look to the future with the same pioneering spirit as the past. It is precisely this continuity of vision that has allowed us to evolve from a small artisanal business into a structured, innovative industry capable of investing in technology, research and development.

How has the construction sector changed over the decades?

At the time, the sector was very different: regulations were almost non-existent, construction sites required ingenuity, and every project posed a new challenge. Over time, however, construction has changed profoundly, pushing us to evolve alongside the market and adapt to new building requirements. Today, buildings are safer and more efficient from a thermal and acoustic standpoint, and innovation has become essential. Thanks to increasingly advanced materials, we can reduce heat loss and improve sound insulation. Our commitment has always been to anticipate trends by developing technologically advanced and environmentally respectful solutions. This ongoing dedication has earned us prestigious recognition and significantly expanded our presence in the market.

What is your main product?

Our core business is the production of prefabricated monoblocks for window openings. In practice, we manufacture the casing that houses a home’s roller shutter; the system includes thermal and acoustic insulation and highly innovative materials. It is a strategic component for a building’s energy efficiency and must be designed with the same attention given to a façade or roof. Our goal is clear: to simplify the work of construction professionals by offering prefabricated solutions that ensure high living comfort, excellent energy performance and real benefits for the people who live in those buildings.

You recently launched an innovative new product, VMC Salus. What is it, and how does it fit into the company’s growth strategy

The recent launch of VMC Salus marks another step forward in the evolution of Alpacom’s prefabricated systems. It is a Controlled Mechanical Ventilation system that constantly renews indoor air, supplying clean, healthy air to breathe. Thanks to this innovative technology, indoor air quality remains stable, humidity is regulated and living spaces are fresher and more comfortable.

But it’s not just about wellbeing: VMC Salus also contributes to the building’s overall energy efficiency. It reduces heat loss, has low energy consumption and improves the property’s energy rating. Combined with Alpacom’s insulated monoblock, VMC Salus provides maximum living comfort, proper air exchange and excellent energy performance—perfectly in line with the company’s mission to merge innovation, sustainability and wellbeing in modern buildings.

On this topic, how important is sustainability for your company?

It is absolutely central. For us, sustainability means not only complying with regulations, but designing solutions that genuinely reduce a building’s environmental impact. We use eco-friendly, recyclable and low-impact raw materials that guarantee high performance and durability. Our prefabricated systems reduce thermal dispersion, improve energy efficiency and integrate technologies such as mechanical ventilation to ensure healthier air and lower waste.

We also apply ESG principles in corporate management, focusing on production efficiency, waste reduction and consumption optimization. Our ISO 9001 and ISO 45001 certifications further demonstrate a concrete commitment that creates value for customers, communities and the environment—strengthening Alpacom’s reputation as a responsible, forward-thinking company.

What are your main strengths compared to competitors

Over more than 70 years of activity, we have gained in-depth knowledge of insulation regulations and the requirements needed to operate in public tenders, including CAM certifications. Today’s regulations are increasingly strict and environmentally driven: knowing how to interpret them and convert them into efficient, sustainable production processes is a competitive advantage that not everyone can claim.

Another strength is our human capital: a young, skilled and motivated team that approaches every challenge with enthusiasm and an innovative mindset.

How do you see the future of the sector

We believe innovation will continue to be the key to success, as the market increasingly demands systems that are high-performing, safe and sustainable. Only companies that continuously invest in research and development—as we do—can keep pace with the needs of modern construction and deliver buildings that are efficient and environmentally responsible.

In a sector that is constantly evolving, Alpacom demonstrates that innovation is not only about developing new technologies, but also about having the vision and courage to look ahead—building the future one window opening at a time.

Seven years after the introduction of the Gelli-Bianco Law, the long-awaited Implementing Decree has finally been issued, defining its most expected aspects: insurance obligations, liability systems, and mechanisms to protect both patients and healthcare professionals. It represents a decisive step toward clarifying and operationalizing the system of medical liability, strengthening patient safety and the protection of those receiving care.
We asked attorneys Massimiliano Scipioni and Giuliana De Matteis, experts in healthcare law, to explain how the new Decree integrates the previous legislation and what the main changes are for healthcare facilities and professionals.
by Roberta Imbimbo

Avv. Scipioni, how does this decree integrate or change the previous legislation?
The Implementing Decree strengthens patient safety and the liability of healthcare facilities. In addition to protecting patients, it requires healthcare organizations to adopt mandatory insurance coverage or risk self-retention systems, increasing their responsibility in managing internal processes and preventing adverse events.

What are the main innovations introduced?
The Decree finally clarifies the rules on mandatory insurance and defines the minimum requirements for policies: duration, coverage limits, covered parties, and the reciprocal responsibilities of the facility and the physician. The healthcare facility bears contractual liability toward the patient, and the policy also covers damage caused by personnel operating within it in any capacity. The physician bears non-contractual liability but is still covered by the facility’s policy for activities carried out within it, except in cases of gross negligence, for which a personal policy is mandatory.

What is self-insurance?
The regulation of self-insurance is one of the main innovations of the Decree. Facilities may choose, by 16 March 2026, whether to take out a traditional insurance policy, adopt a risk self-retention model, or combine both solutions. Facilities opting for total or partial self-retention must establish specific funds: a claims reserve fund for reported but unpaid claims, and a risk fund for potential claims that may lead to future compensation requests. They must also employ specialized figures in clinical risk management, use advanced risk management systems, and provide continuous staff training. This marks a true cultural shift: from merely covering damage to actively preventing risk.

Avv. De Matteis, what are the consequences for facilities that fail to comply?
Although the Decree does not establish direct sanctions, non-compliance may impact accreditation and may result in civil liability or liability before the Court of Auditors, with the latter applying only to public healthcare facilities. Moreover, without proper insurance coverage or compliant funds, a facility risks being held liable for potential financial insolvency.

What message would you like to convey to healthcare facilities?
The Decree is not just a regulatory obligation but a change of paradigm: managing risk in an integrated way means preventing, protecting, and improving the quality of care. Studio Scipioni supports healthcare facilities in legal compliance and legal consulting for healthcare risk management. Furthermore, through the professional network “SIS – Integrated Services for Healthcare,” of which the firm is a partner, the aim is to offer healthcare organizations an integrated, multidisciplinary service that encompasses all the competencies required by Decree 232/2023. These topics will be discussed at the upcoming conference on 3 December in Milan titled “Towards integrated management of healthcare risk between compliance, governance and sustainability.”

Founded in 2011, in the midst of the global economic crisis, GGT is today an international benchmark in the production of components for the heavy industry, particularly in the steel sector. Based in Baldichieri d’Asti, the company has successfully combined over thirty years of know-how, an innovative spirit, and a strong focus on sustainability, conquering markets across all continents. “GGT represents a truly Italian story of entrepreneurial courage, technical innovation, and strategic vision. Born in a time of crisis, it has become a global reference point in its field, without ever compromising on craftsmanship, environmental responsibility, or customer focus — and with its sights already set on the future,” says Alessandro Maschio, the company’s Sales Director, in this in-depth interview.
by Roberta Imbimbo

Dr. Maschio, GGT was founded during a very challenging period for the global economy. What allowed the company to become an industry leader in just a few years?
It’s true — 2011 was certainly not an easy time to start a new business. But our three founding partners — Michela Sciorato, Fulvio Graziano, and Mario Martone — had the courage and vision to invest in their skills and in the local area. Their thirty years of experience in the field of power transmission was the foundation upon which we built a solid enterprise, based on quality, innovation, and customer service. We have never stopped investing in technology and people: today, we employ around 30 people, operate an advanced machinery fleet, and since 2017 we’ve been based in a 4,000 m² facility in Baldichieri d’Asti.

What are the main strengths of your production?
Specialization, without a doubt. We design and manufacture all power transmission components in-house for heavy industry, especially for the steel sector. Our products — gear couplings, gear and slipper spindles, and cardan shafts — are essential for the operation of steel rolling mills. These are high-precision, custom-made products, engineered for each client’s specific needs. We also hold several patents, including one for an internal lubrication system that reduces the environmental impact of grease in rolling mills. It’s a tangible innovation that combines high-performance efficiency with sustainability.

Speaking of sustainability — how important is this topic for GGT?
It’s one of our top priorities. Today, being an industrial company also means taking environmental and social responsibility for our choices. We’ve developed an automatic lubrication system that prevents grease leakage, keeping the rolling mill environment clean. Our products are ATEX-certified for safety in explosive environments, and the company itself is certified for quality, environment, and safety. In addition, we are constantly investing in research and development to make our processes even more efficient and sustainable.

Your business has a strong international orientation. How significant is export for GGT today?
It’s fundamental — about 80% of our turnover, currently around €7 million, comes from foreign markets. Our sales network spans all continents. We recently opened a subsidiary in India, and our goal is to further strengthen our presence in Asia, particularly in China. Internationalization has been a strategic choice: it has enabled us to grow and position ourselves as a qualified and reliable partner on a global scale.

You’ve received numerous recognitions, such as the FT1000 and nominations for innovation awards. How important are these milestones for you?
They are certainly a great source of pride. The FT1000 recognition — which listed us among the 1,000 fastest-growing European companies between 2016 and 2019 according to the Financial Times — was an important validation of our work. Another achievement we are particularly proud of is the CSA Award granted by the Cerved Group, certifying our customers’ high satisfaction levels. But the most important award remains their trust: they are the reason we innovate every day, aiming to deliver tailor-made, reliable, and sustainable solutions.

Looking to the future, what are GGT’s next challenges?
To consolidate our international presence, continue investing in technology and human capital, and strengthen our commitment to sustainability and digitalization. Our goal is to grow while remaining true to our identity — an Italian company competing with quality, competence, and passion in the world’s most demanding markets. GGT is not just a manufacturing company. It’s a symbol of an Italy that knows how to turn tradition into innovation, mechanics into precision, and challenges into opportunities. With deep roots and a global vision, GGT continues to write an industrial story made of people, ideas, and future. Because in the world of power transmission, GGT doesn’t follow movement. It leads it.

Born from the vision of Salvatore Santucci, Santucci & Partners is an independent management consulting firm based in Central Italy. With a team of ten highly qualified professionals, it has become a key reference point for Italian SMEs looking to face the future with strategic vision, specialized services, and an open outlook on global markets.
by Roberta Imbimbo

Dr. Santucci, let’s start from the beginning: how did Santucci & Partners come to life, and what sets you apart in the consulting landscape?
We are a small firm, a team of ten highly qualified professionals specializing in corporate financial consulting. We were founded in Perugia, in the heart of Central Italy—far from major hubs like Milan—but that hasn’t stopped us from building a top-tier offering. On the contrary, it has pushed us to refine our approach even further. We are a true consulting boutique, where client focus and service customization are at the core. Our strength lies precisely here: in high specialization, independent structure, and the ability to deliver tailor-made solutions for SMEs that increasingly operate in international markets.

In such a competitive market, how do you stay relevant?
By always looking ahead. Today, businesses aren’t just looking for answers—they’re looking for vision. They operate globally, sell abroad, and face new challenges every day. Our role is to anticipate change, not chase it. That’s why we’ve specialized in strategic areas such as innovation, high-potential startups, and of course, ESG finance. We’re not interested in following trends or copying standardized models. We offer a structured, thoughtful, project-based approach. We are planners. That’s the true added value for entrepreneurs today: the ability to read the future and adapt with clarity and method.

One of the key themes discussed at the recent Euronext Annual Conference in Paris (held on March 18, 2025) was the so-called “European paradox”: abundant private savings but low business capitalization. Why is this mismatch so critical?
Because it undermines our competitiveness at its roots. European households hold large savings reserves but tend to keep them in low-dynamic instruments, detached from the business world. At the same time, SMEs—the backbone of our production system—struggle to access equity capital. It’s a contradiction that has persisted for years, and today, with the digital and green transitions, it risks becoming a brake on industrial growth. Without capital, there’s no innovation—and no progress. Add to that a widespread aversion to entrepreneurial risk and the tendency to favor government bonds as “safe” investments, and you get an increasingly unsustainable imbalance, especially given Europe’s high public debt levels.

Can public funding still be part of the solution?
Not anymore. Non-repayable grants are no longer enough. Europe needs to focus on revolving capital—private investments that regenerate and help businesses grow. The future of industrial policy depends on modern instruments, not on subsidies. What’s needed are patient, intelligent forms of capital that support sustainable growth. And we also need a more mature business culture—one that values private investment and the creation of long-term value.

Another strong theme emerging in Paris was the evolution of the ESG concept. What’s your view?
It’s a historic turning point. We’re witnessing an important shift: ESG, traditionally centered on governance and social impact, is now expanding to include defense-related themes. In today’s complex geopolitical environment, the idea is gaining traction that supporting strategic industries—including those in the defense sector—is no longer at odds with ESG principles, but rather a form of collective responsibility. Companies thus become key instruments in a national and European strategy—not just economic players. This evolution requires a redefinition of Europe’s priorities, where security, strategic autonomy, and industrial resilience become central elements.

How central is ESG to your own work?
It’s absolutely central—but it must be treated seriously. For us, ESG isn’t just an acronym for presentations; it’s a comprehensive framework for assessing a company’s sustainability and long-term solidity. Too often, ESG is reduced to compliance or marketing, but we see it as a true pillar of strategic consulting. Only an integrated, organic understanding of environmental, social, and governance factors can build companies that are more coherent, credible, and competitive. In that sense, we’re committed to investing time and expertise in fostering a genuine ESG culture—especially within SMEs.

Another of your focuses is startups. What role do they play in your vision?
Startups are fundamental, though often underestimated in their risks. There’s tremendous creative energy, but without long-term vision and planning, failure rates remain high. That’s exactly where we come in: to structure ideas, give them shape and sustainability. Our goal is to guide startups through growth paths that transform them into real companies—capable of standing on the market and attracting capital. Once again, the key is planning, combined with a clear understanding of the broader landscape.

How do you see the future of Santucci & Partners?
We’ll continue to specialize. Our goal is to strengthen our strategic consulting offering, integrating new services and deepening our focus on ESG and business innovation. We don’t aim to become “global consultants”—we don’t believe in that rhetoric. We prefer to be valuable specialists in high-impact sectors. We want to be real partners for companies that look ahead. Our goal isn’t to grow in size, but in depth: to remain independent, structured, and credible. And to bring top-level consulting to areas too often left out of the major economic narratives.

Central Italy has a voice—and it must be heard. Because it’s from places like this that a new way of doing business and consulting can emerge: one that stays close to local roots while keeping its eyes firmly on the world.

Oscar Di Domenico shares his vision for a project that aims to bring a deserted village in the Marche region back to life, blending heritage preservation, technological innovation, and understated luxury. At the same time, his studio is expanding globally with a new international headquarters, bringing Italian excellence to the world.

by Roberta Imbimbo

Architect, could you tell us how this project was conceived and what makes it unique within the landscape of Italian historic village restoration?
This project, still in the presentation phase, was born from a deep connection with the Marche region and from an awareness of its immense, often silent and endangered heritage. It involves an abandoned village in Pieve Torina, located in the seismic crater area of the Marche — a naturally stunning place that has gradually fallen silent due to earthquakes and depopulation. Our goal is not just to restore it, but to reactivate it — to awaken its soul. The approach is both “tailor-made” and “holistic”: every building, alley, and stone will be analyzed to recover its original function and reinterpret it in a contemporary way. It’s not a tourist stage set, but a living organism where homes, a scattered hotel, workshops, and community spaces coexist in harmony.

What are the main technical and architectural challenges in transforming an entire village into a luxury residence and scattered hotel?
The challenges are numerous and constant. The first concerns seismic strengthening of ancient, irregular, and complex buildings. Then comes the integration of advanced technologies — smart systems, climate control, and connectivity — within historic walls, without compromising their aesthetic integrity. Finally, there’s the logistical complexity of managing a widespread construction site with limited access, requiring maximum respect for the surrounding context.

How do you reconcile the preservation of historical heritage with the comfort and service expectations of a high-end international clientele?
Through the philological preservation of exteriors and a “controlled contamination” of interiors. We use local materials and traditional techniques, combined with contemporary design and technology. Light, stone, wood, and natural fabrics create a whispered, authentic luxury — where preservation becomes not a constraint, but an added value.

What kind of foreign investors are you targeting, and what opportunities does the Italian experiential tourism market offer?
We are addressing cultural, not speculative, investors — people who understand the value of beauty, history, and sustainability. Experiential tourism is rapidly expanding: today’s travelers seek authenticity, a connection with the land, and experiences rooted in gastronomy, craftsmanship, and tradition. Reviving a village means offering not just accommodation, but an authentic Italian way of life.

How important is integration with the local area — traditions, food and wine, landscape — for the success of a project like this?
It’s fundamental — I’d say it represents 90% of the project’s success. The village will serve as a gateway to the Marche region’s excellence, in collaboration with local winemakers, artisans, and chefs. The goal is to create an integrated ecosystem where guests experience the landscape and culture not as spectators, but as active participants.

The brand “ODD & Partners Architects – Oscar Di Domenico Architetto” and the new international headquarters

Why did you decide to adopt a renewed and more international brand identity?
The new brand, Di Domenico Architects, represents the natural evolution of our studio and its expansion into the global market. It maintains a strong link with our identity while speaking a universal language — reflecting a complex structure and a multidisciplinary team capable of managing high-profile international projects.

What values and vision do you want to convey through “Di Domenico Architects”?
The core values remain the same: roots — with respect for historical and landscape context; innovation — through sustainable and technological solutions; and craftsmanship. The tailor-made approach reflects my personal background — I come from a family of fashion entrepreneurs, where I learned that every creation must be unique, designed around the client’s needs and the spirit of the place. Our vision is to be ambassadors of an architectural Made in Italy, not just as a style but as a working method — one that blends creativity, attention to detail, and advanced engineering.

Where will the new international headquarters be located, and why was that destination chosen?
We chose Tirana for its strategic position as a global hub for luxury real estate and international investment. It’s a crossroads of cultures and talents that allows us to stay close to clients, partners, and major engineering firms, optimizing project management on a worldwide scale.

How will this international expansion change your studio’s positioning in the global architectural landscape?
It marks the transition from an Italian studio with an international outlook to a truly global one — firmly rooted in Italian tradition. It strengthens our competitiveness in luxury hospitality and high-end residential sectors, allowing us to export our expertise in heritage restoration worldwide.

What international projects are you currently considering, and which markets interest you the most?
We are evaluating luxury resorts, boutique hotels, and private villas in exceptional locations such as the Swiss Alps, the United States, and major European capitals like Paris and London. We’re also interested in Albania and Turkey, where real estate markets are rapidly growing. We aim to bring our Italian know-how to places where quality and craftsmanship are recognized and sought after.

Studio growth and future vision

How is your team structured today, and what new professional roles have you integrated?
The team has grown organically into a multidisciplinary group that includes architects, interior designers, landscape architects, lighting experts, and BIM specialists. We’ve also added professionals focused on business development and international project management to handle complex global relationships and operations.

What organizational model enables you to manage complex, multi-site projects?
We follow a hub-and-spoke model: the Italian office remains our creative and research center, while the international branch serves as the operational and commercial hub. Each project is coordinated by a project leader and managed in real time through digital platforms and shared BIM models.

What kind of international partnerships or collaborations are you building to support your growth?
We collaborate with local architecture and engineering firms in various countries for regulatory management and site supervision, as well as with real estate companies and global luxury hospitality brands. These alliances allow us to access new opportunities while ensuring excellence in project execution.

How does international exposure influence your studio’s design culture and architectural language?
It has a major, positive impact. Engaging with diverse cultures and contexts enriches our design language while preserving our strong Italian identity. Our signature remains attention to detail, material quality, and the continuous dialogue between history and modernity.

Looking ahead, what are your main ambitions — consolidating your presence in Italy or accelerating international expansion?
The two directions complement each other. Italy remains our laboratory of excellence, where we continue to experiment, particularly in the restoration of historic villages. These experiences are our business card abroad and the foundation of our international growth.

If you had to summarize the philosophy connecting the restoration of Italian villages, your new brand, and the studio’s international expansion, what would be the common thread?
The common thread is the idea of “beauty that creates value.” Whether we are awakening a sleeping Italian village or designing a resort on a foreign coast, our approach is always the same: we start from the unique identity of a place to create extraordinary experiences — and, consequently, enduring value. Restoring villages has taught us to work with the soul of places. The new brand, Di Domenico Architects, communicates this sensibility to a global audience. International expansion is the natural outcome of this vision — exporting not just an architectural style, but a working method that places culture, history, and quality at its core, transforming them into a strategic asset for the future. Ultimately, we build bridges between past and future, between local and global.

Founded in 2023 and led by GAVEFER Srl, the International Uro-Andrological Center was created with the goal of placing the individual and their health back at the heart of medical practice, moving beyond a corporate-style approach that risks reducing the patient to a mere number. At the helm of the project is Mr. Raffaele Ferrara, founder and CEO of the company, who has built a center of excellence supported by a team of top-level urological specialists. The mission is to provide comprehensive and personalized care capable of meeting diverse clinical needs through integrated and effective treatment pathways.

By Roberta Imbimbo

Mr. Ferrara, as founder and CEO of the International Uro-Andrological Center, what vision guided you in creating this institution, and what do you believe makes your Center a reference point in the national urological landscape?
My vision stems from both personal and professional experience that led me to observe how modern medicine often risks drifting away from the individual. With the International Uro-Andrological Center, I wanted to create a place where the patient truly returns to the center of the care pathway: welcomed, listened to, and followed with attention and respect — not just as a clinical case, but as a human being. Our strength lies in the integration of technological innovation, clinical excellence, and human connection. We chose to collaborate with top-tier specialists to offer solutions that are both effective and sustainable in the patient’s daily life. For me, the Center represents the result of an ethical and professional project that looks to the future of healthcare with responsibility and passion.

Your management approach and the philosophy of the Center highlight how central the quality of care is to your work. Focusing now on the pathologies you treat, let’s begin with one of the most common: BPH. Prof. Garaffa, what is BPH and why is it so widespread?
BPH (Benign Prostatic Hyperplasia) is an extremely common condition characterized by the benign enlargement of the prostate, typically occurring after the age of 50. Although it is not a cancerous disease, BPH can cause a range of symptoms that significantly impact the patient’s quality of life. The most common include difficulty starting urination, a sensation of incomplete bladder emptying, frequent urination — especially at night — and a weak urinary stream. If left untreated, BPH can also affect psychological and sexual well-being, influencing personal comfort and relationships. This is why it is essential to promote regular urological check-ups starting at age 50, or earlier in cases of symptoms or family history.

How is BPH managed at the International Uro-Andrological Center?
We adopt an integrated, tailored approach. It begins with a comprehensive evaluation, including specialist tests such as transrectal prostate ultrasound, uroflowmetry, and PSA measurement. Based on the diagnosis, we develop a personalized treatment plan that may include drug therapy, minimally invasive procedures, or surgery when necessary. The goal is always the same: maximum effectiveness with minimal impact on the patient’s daily life.

Dr. Venturino, one of your specialties lies in minimally invasive techniques. Could you tell us more about them?
We use advanced methods that allow us to treat BPH without compromising sexual function. For example, the Rezum technique uses water vapor to reduce prostate tissue, while Optilume employs an endourethral balloon that releases a medication acting locally on the tissues, maintaining urethral patency and preventing progressive obstruction — a typical consequence of BPH. These approaches help preserve ejaculatory function and drastically reduce recovery times, avoiding hospitalization and minimizing surgical trauma. It’s a more respectful and modern way to treat a very common condition.

Mr. Ferrara, what are the future prospects for the International Uro-Andrological Center?
To grow in quality, not quantity. We aim to strengthen our model of integrated medicine, expand collaborations, and introduce new technologies. Most importantly, we want to continue raising public awareness about the importance of urological prevention — because the first step in healing… is knowing.

The new therapeutic frontiers for the treatment of proctological disorders have finally become a reality, thanks to an innovative approach based on the use of PRP and its valuable cellular growth factors, which offer patients effective, minimally invasive, and painless therapeutic solutions. This represents one of the most advanced frontiers of regenerative proctology — an achievement that earned Dr. Marco Cosimi, a proctologic surgeon from Rome, the title of “Excellence of the Year 2025 in Proctology” in the Healthcare & Pharma category at the Le Fonti Awards, the prestigious prize dedicated to Italian excellence in healthcare, consulting, and enterprise. The fifteenth edition was held on March 13th at Palazzo Mezzanotte in Milan’s Piazza Affari. Dr. Cosimi graduated in Medicine and Surgery from La Sapienza University of Rome with top marks and later specialized in General Surgery. He has never stopped enriching his expertise, as demonstrated by his numerous specializations: in 1990 in General Surgery at the 3rd Surgical Clinic directed by Prof. Giorgio Di Matteo (La Sapienza, Rome); in 1995 he completed his specialization in Vascular Surgery at the school directed by Prof. Di Giovanni at Policlinico Gemelli in Rome; and in 2001 he obtained a specialization in Urology under Prof. Micali at the University of Rome Tor Vergata. This multidisciplinary medical-scientific background has allowed him to approach pelvic pathophysiology from the most innovative perspectives.

By Roberta Imbimbo

Dr. Cosimi, what are the current therapeutic indications for the use of PRP in proctology?
Regenerative therapy with PRP is now able to provide a definitive and painless therapeutic response in the treatment of major and troublesome proctological conditions such as anal fissures. Thanks to their anti-inflammatory and analgesic power, the valuable growth factors released by the patient’s platelets and white blood cells rapidly eliminate local inflammation while repairing the damaged tissue of the fissure, stimulating scar-free healing with biologically healthy cells, collagen, and elastin naturally produced by the patient — without the possible complications of surgery. The growth factors released from the patient’s autologous platelets, obtained through a simple 60 ml blood draw, will in the near future provide an effective outpatient therapeutic response to painful inflammatory conditions such as anal fissures (https://metodocosimi.it/fistole/). The reparative action of PRP is locally mediated by protein pseudo-hormones known as growth factors, released into the biological tissue of anal fissures and into the bloodstream, triggering a local biological, reparative, and anti-inflammatory response.

Does the outpatient procedure cause pain for the patient?
The blood collection procedure is simple and painless. A small 60 ml sample of the patient’s blood is drawn and immediately centrifuged in the clinic within minutes. Under local anesthesia, the anal fissure is injected quickly and completely painlessly. The technique is therefore minimally invasive, allowing the proctologist to resolve even the most extensive, deep, and painful chronic fissures in one or more sessions. In cases of anal fistulas, PRF can effectively close the fistula openings without scarring or postoperative pain. In fact, both PRP and PRF, by their very biological nature, have strong anti-inflammatory action. The procedure requires no hospitalization or day surgery, allowing patients to return to work quickly.

How do growth factors act once injected into the lesion?
Once injected into the lesion, growth factors rapidly begin to heal damaged tissues while reducing local inflammation. This makes the treatment particularly suitable for painful anorectal conditions such as anal fissures. Recent research has highlighted the importance of these growth factors — tiny proteins that act as “pseudo-hormones,” communicating with surrounding tissues. Growth factors produced by platelets and inflammatory cells can modulate local inflammation and pain while optimizing the cellular regeneration process. By combining the natural activity of these growth factors with additional thermo-photonic stimulation induced in platelet-rich plasma immediately after centrifugation — performed directly in the same clinic — regenerative proctology now has the potential to revolutionize treatment, increasing the PRP growth factor concentration more than threefold and enabling faster healing of selected proctological conditions through precise, effective, and non-invasive approaches.

What is the future of Regenerative Proctology?
With the progress of medical and scientific research, these techniques have now become a true cornerstone of regenerative medicine and proctology, guaranteeing patients rapid results. Our own platelets, white blood cells, and the growth factors they produce offer a modern, painless outpatient treatment pathway for even complex and painful proctological disorders — without the need for invasive surgery and eliminating the risks associated with surgical complications. In conclusion, the regenerative approach using PRP and PRF represents a significant step forward for modern proctology. These effective, non-invasive treatments allow patients to resume their daily activities quickly while ensuring high therapeutic quality for those suffering from anal fissures, perianal and sacrococcygeal fistulas.

For more information: metodocosimi.it • youtube.com/@metodocosimi • info@metodocosimi.it

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.