A recent analysis of the private, the public and the associative economics was the starting point to assess the services’ typology currently available within the fashion business ecosystem (design, production, buying, distribution, operational and strategic retail management, marketing and communication), leading to identify gaps and opportunities in what fashion business strategy concerns. Focus is upon "go-to-market" strategies – which business models best fit each brand, at a given moment in time, and how to empower these business players with the needed skills and tools, converting ideas into functional and sustainable projects and those delivering profitable turnovers.

Creating the brand momentum based on SMART goals, through strategic analysis is one of the many professional passions that drive this approach.

Moreover, such approach is supported by a hands-on experience: as a Fashion Business Developer, I worked on the client’s side, analyzing brands unique selling proposition, developing business plans and development schedules, franchising contracts, assessing economic and financial feasibility studies for operating brands under different distribution models, in foreigner countries. From a Brand Management point of view, I know first-hand what a business partner wants to see, hear and receive from a brand that does not yet have a presence in a certain market but wants to be stocked there, under a certain number of different possible distribution models. In addition to strategic fashion retail management and business plans, I also negotiated GLA in malls across the Middle East. At the same time, as a Fashion Buying Manager, I was responsible for selecting, editing and curating RTW (and private label), footwear, accessories, home textiles, jewelry and lifestyle products, under a variety of brands’ mix, for both monoband stores and department stores (e.g. Harvey Nichols, Doha).

According to the client's vision, each project is curated individually, from the ideation phase, throughout the financial feasibility until its operationalization. Always considering, respecting and integrating the brand internal resources, a strategic entry market plan is developed (either domestic expansion or foreigner markets’ penetration); business leads and personas are defined, all aspects supported by the most relevant business models each critical path’s phase require (markets’ prospect, business missions, fairs, clients’ visits, follow-up visits, etc.).