Federico Castellani: Change comes from the courage to adopt new perspectives

…starting with the sales division, which underwent a functional (re)structuring to foster not only sales of the devices but also the promotion of the ASA brand.
When I arrived at ASA, the sales area was the least structured. Over the past 5 years, we've worked to give it a more solid planning ability and to define strategies that would allow us to also try out new ways of approaching the market. For this reason, new roles have been introduced that combine managerial skills and proactive management. This also allowed us to verify the effectiveness of our direct presence with the customer, without being mediated by distributors.

What was the feedback from this test?
Very positive. The test country of France, where our presence was faltering after a change in distribution, confirmed the value of this format, convincing us to add a second member of staff to increase growth opportunities. In the medium and long term, the goal is to open ASA's first sales branch outside Italy. 

But even beyond that, I'm thinking of the Latin American countries where ASA has had a solid presence for several years...
I can confirm this. For this reason, we've decided to complement our contact for this area with a second on-site representative, with the aim of reducing the distance between ourselves and our stakeholders. Direct contact and presence are essential elements for building valuable relationships. This need is also shared by our Asian representatives, who, by culture and vision, need to establish closer and more continuous dialogue and sharing relationships. For this reason, our sales team has decided to assign a dedicated representative to this market, whose managerial skills are extremely useful also at a strategic level.
The review and strengthening of the sales department is also the result of an assessment of the markets in which ASA is present. These markets not only have profoundly different identities, but, during a complex socio-cultural period such as the current one, deserve even more personalised approaches.
Every market has its own history and is the result of historical, cultural, and economic developments that must not be ignored if you want to access or strengthen your presence. 

Let's take Italy for example… 
In Italy, it's necessary to distinguish between two different sectors. While the mature and sometimes overwhelmed “human” market pushes us to find new languages and approaches to consistently reach customers not yet included in our portfolio, the veterinary sector still offers significant room for growth, provided we adopt a strategic approach towards both our product and service offers.

ASA and Europe?
As regards the “human” market, we have consolidated our presence in several countries; for example, consider Spain, the United Kingdom, and the Nordic countries, where we benefit from the effective presence of ASA Denmark. Eastern European countries are also included in the panel, although they represent a rather fluid market, characterised by fluctuating revenues.

ASA and “the rest of the world”?
Our long-standing and consolidated collaboration with our distributor, Cutting Edge, allows us to maintain very deep and strategic roots in America, creating a solid foundation that opens us up to further developments in terms of synergies and growth opportunities. The recent addition of a specialised sales representative to the South American sales team represents an important step, fuelling our ambitions to expand and strengthen our position in the Brazilian market, which we consider a key component of our regional penetration strategy.

Is there a country piquing your interest right now?
Internationally, Japan remains a small but highly responsive market, especially in the veterinary division. The human certifications component will require considerable effort. We are also monitoring the African continent with great interest: we have already made some progress in Tunisia, Morocco, and Algeria, while we are exploring potential entries in central and southern countries. While it is a potential market, it is still worth testing. As for Australia, we expect excellent results: the arrival of a new partner has led to a strategic review that I am certain will bring significant benefits.

In defining this “world tour”, how did your joining the company contribute operationally?
I hope I've brought to ASA a different vision of business management that, being broader and more structured, can help us design a more targeted, effective, and value-enhancing approach for our resources. 

...and how has ASA contributed to your professional growth?
It has undoubtedly helped improve understanding, listening skills, and tolerance for the choices of others. At ASA, I learned—and continue to learn—to find the right ways to fit into already structured and defined contexts, to manage a complex team, and to engage with an international environment than is broader than in my previous work experiences.

This latter opportunity will have led you to identify the country and people that best represent your way of life...
Undoubtedly, Australia and Australians are driven by a strong sense of life, a profound respect for “public affairs”, and a relationship with work that sees it as a means, not an end. Furthermore, the opportunities the country offers are a major draw. Australia is a place where you can achieve your goals, as long as they are clear.