Today I’m thrilled to meet a guest I first encountered many years ago, and who I’m happy to meet again in his current role. Please welcome Luca De Boni, Head of IT Services at Experis Italia.
Thank you very much, and hello to all the listeners.
Yes, I’m Luca De Boni, and I currently serve as Head of IT Services at Experis. Experis is part of the Manpower Group and operates across various business lines—all centered around people. From headhunting and staffing to resourcing and recruitment, everything we do is human-driven.
As for my role, I lead our IT services division. That means we provide consulting in IT and tech environments, supporting our clients with their R&D projects across many different sectors. We also run a software factory in Bari, which allows us to deploy and deliver services with high flexibility and responsiveness.
I see this interview as a valuable opportunity. The industries we work in—digital services, R&D, innovation—are undergoing yet another major transformation. And I believe one of the biggest changes is in how we develop software, how we co-create solutions, and how we design architectures.
Let’s talk about this transformation. Many development tools today are radically changing how software is written. What’s your take on this?
That’s absolutely true. We’re witnessing a major evolution in how we build software, and it’s only just beginning.
The amount of tools now available to developers is impressive. We’re talking about environments that can auto-complete, anticipate, and even generate entire chunks of code—thanks to AI-based systems and machine learning algorithms. But despite all this, the human role is far from obsolete.
Why? Because building software isn’t just about writing code—it’s about thinking, about designing logic, about understanding needs. No matter how advanced the tool, it’s still the human who defines the structure, sets the purpose, and ensures coherence.
That’s why we talk a lot about system design and software architecture. Those are the foundations that determine the quality and longevity of what we build. And that can’t be delegated.
In fact, I’d say this: the more we automate the operational side, the more valuable strategic thinking becomes. And that’s the space where professionals will need to grow.
Technology evolves fast—but relationships evolve differently. In your experience, what role do human relationships play in the success of digital projects?
They’re fundamental. In fact, I’d say they’re the real game-changer.
We tend to focus on tools, frameworks, technologies. But at the end of the day, projects are made by people, for people. And how those people work together—how they communicate, how they trust each other, how they collaborate—makes all the difference.
At Experis, we work closely with our clients, often becoming part of their teams. We share the same goals, the same timelines, the same challenges. That creates a kind of shared responsibility, which is incredibly powerful.
But it also requires care. You have to invest in relationships. You have to listen, adapt, mediate. Technical solutions are rarely the problem. It’s the relational part—the culture, the habits, the unspoken rules—that needs attention.
That’s why I believe in leadership through presence. Not in the old hierarchical sense, but in the sense of being there, being available, being accountable. That’s what builds real partnerships.
You work in a people-driven industry. What do you think young professionals and tech talents should focus on today?
That’s a great question—and one I think about a lot.
The first thing I’d say is: stay curious. Technology changes fast, and the only way to keep up is to maintain a mindset of exploration. Don’t just learn a tool—understand the logic behind it. Don’t stop at what works today—ask what might work tomorrow.
Second: develop your soft skills. I know it sounds like a cliché, but it’s true. Being a great developer isn’t just about coding. It’s about listening, explaining, negotiating, collaborating. Those are the skills that turn a good technician into a great professional.
Third: take ownership. Don’t just execute—ask why. Understand the impact of your work. The more you care, the more value you’ll create—for the client, for your team, and for yourself.
And finally: seek out real-world challenges. School and training are important, but nothing compares to being inside a live project, with real constraints, real deadlines, real clients. That’s where the real learning happens.
One final question we always ask at The Node. When you face a tough decision—one where there’s no clear answer—what do you rely on?
I rely on my values.
In situations where data, strategy, and experience don’t give you a clear direction, what’s left is your personal compass. What matters to you? What are you willing to stand by?
Sometimes, that means choosing the harder path. Sometimes, it means saying no to an opportunity that doesn’t feel right. But I’ve learned that when a decision is aligned with your values, you rarely regret it.
That’s also why I try to build teams where values are shared. It makes decision-making easier. It creates clarity, even in complexity.
In the end, every decision tells a story about who you are. I try to make sure that story is one I’d want to tell.
