We’re here today with Gianluigi Alberici, Partner at Arsenalia. Gianluigi, let’s start with a big-picture view: tell us a bit about Arsenalia—where it all began and what kind of company you’ve become today.
Arsenalia was founded in 2019. Today, we count over a thousand professionals and serve more than 650 clients across Europe, with a balanced operational presence in Italy, Switzerland, France, and the UK. Our main client is the LVMH group, but we also work with British brands like Stella McCartney and Barbour, who particularly appreciate our flexible approach and “Latin” DNA.
We operate across four pillars: business consulting, creativity, system integration and technology, and finally, process design and management. Our identity rests on three key traits: a distinctly European vision from the outset, a tech-driven culture that informs both consulting and creativity, and a governance model rooted in partnership.
Interesting—you mentioned a rather unconventional governance model…
Yes. In a landscape where many professional service firms are driven by financial logic, we chose a participatory model. All partners are hands-on—there are no passive shareholders. That has a direct impact on the quality of our client relationships: they’re short-chain, genuine, and built on long-term trust. No one can afford to compromise credibility, because the next day, it’s us personally facing the client. It’s a model that rewards shared responsibility, not just individual ethics.
In such a distinctive organization, what role does artificial intelligence play?
A critical one. As soon as generative AI emerged, we made the decision to accelerate. All our tech professionals—about 600 to 700 people—use GitHub Copilot or Cursor AI for programming. Even for non-tech roles like project managers and consultants, we rolled out enterprise tools such as Microsoft Copilot, and supported them with internal training programs.
Because our structure is lean—with no external funds or executives to convince—we were able to experiment boldly and embrace AI naturally. It’s now become part of our operational DNA. That’s also why we’re a main sponsor of AI Week: we believe in conscious, widespread, and practical adoption.
Let’s talk about your clients now. What’s on the horizon for those already on their AI journey?
The more advanced ones are beginning to think about AI governance—as a systemic framework, much like those for cybersecurity or disaster recovery. AI is becoming immanent, cutting across all functions.
But you need infrastructure: data strategies, interoperable architectures, and high-quality information. That’s the real bottleneck. AI needs upstream design; it can’t just be powered by isolated use cases. The next step for many companies will be to adopt a more integrated, structural vision that goes beyond experimentation.
Final question—on a more personal note. Gianluigi, how do you make decisions?
I try to make them in relaxed moments—never under pressure. Sometimes after a walk, or even just grocery shopping. And I use a particular technique: I imagine it’s the last day of my life. It forces me to focus on what truly matters. Making a million more or less isn’t the point—but leaving a mark as a credible person who helped others, that is. I try to decide with my heart, thinking long term. I learned that from the Roman philosophers. Seneca said: “Act as if it were the first day. Decide as if it were the last.”
A truly inspiring technique—one I’ll adopt myself. Thank you, Gianluigi, for such a rich and insightful conversation.
Thank you, Luca.
