From building international networks to developing new technologies, the manager discusses the challenges tackled at ASA and the value of relationships in the company’s growth.
Some view work as a simple sequence of tasks, while others experience it as a strategic mission, a series of interconnected challenges, a succession of projects and goals to be achieved, in which human relationships play a pivotal role.
It is precisely upon the ability to forge connections, create valuable networks, and link people and ideas that Roberto Terruzzi, a Milanese at heart who has made Viareggio his home, and who is a collector of military uniforms with a passion for World War II history, has built his professional career. This path began with a degree in biomedical engineering from the Polytechnic University of Milan, continued through various roles at leading companies in the medical sector, and culminated in 2013 with his arrival at ASA.
Along the way, there was a significant detour, his time in the Army, where he enrolled in an officers' training course specialising in communications, which helped shape his approach to navigating and managing complex situations.
Your military experience was intense and highly selective: out of 180 who started, only 70 finished. Later, as a Company Commander, you led 200 people, including enlisted soldiers and career non-commissioned officers. What did you learn?
I learned, first-hand, what it means to manage emergencies, coordinate diverse human resources, and make rapid decisions under pressure. I also came to understand that listening and the ability to empathise are far from negligible factors in fostering understanding and cohesion, both within a group and in personal relationships. But that's not all. When you are in charge of people who rely on you and place their trust in you, the resulting sense of responsibility is profound, as is the obligation to pass on what you yourself have learned. Creating virtuous cycles that foster collective growth is perhaps the most important lesson I sought to impart to my team during that period, a lesson that continues to inspire me today.
Are these “best practices” and sensibilities reflected in your professional approach as well?
I like to think so. The ability to make quick decisions in critical situations, to take full responsibility for the outcomes achieved and for the people you work with, to maintain an analytical, cool-headed perspective during crises, and, furthermore, to anticipate such moments and prepare for them, these are the fundamentals for someone in my role. To hold this position with true authority, one must also be able to foster an “esprit de corps”, to borrow a term from my military background. Formal authority granted by a job title is useful, but it is not enough; you must understand the individuals you are working with, value their contributions, and build mutual trust.
It is upon this foundation that you structured your first challenge at ASA, a company you joined following extensive experience in commercial leadership at EB Neuro, a branch of Esaote. A role you also hold at the company where you currently work...
When I arrived at ASA, the firm was just taking its first steps toward establishing an international presence. In Europe, in particular, there was a great deal that needed to be structured. My first challenge, which I can now proudly say I have overcome, was to build a network of people and partners across various countries with whom we could engage in meaningful dialogue. We sought out entities that shared our vision and were open to listening and collaborating. Interlocutors who not only understood the merit of our projects but also recognised our credibility and were willing to invest in us.
How did you foster this sense of “team spirit”?
Being present, reliable, transparent, and dependable allows forging strong trustworthy bonds. I have always built my relationships on these very pillars, whether with our distributors or with the professionals I have worked with over the years, such as physiotherapists and veterinarians. Starting from this foundation, we were able to form working groups aligned toward the same goals, where individuals contributed their unique expertise to achieve a truly shared outcome. My intention has always been to establish a solid starting point, bring together the right partners, and function as a cohesive team. Success never happens by chance; it requires dialogue, trust, and a strong commitment from everyone involved to fully engage and contribute.
This is an approach you have applied over the years inside ASA’s human and veterinary divisions, one that has earned you the trust of both past and present management. You have been involved in the development of various new projects, ranging from opening new markets and creating business divisions to new devices. What have been the most significant challenges?
All of them, in truth, though each in its own way. Without a doubt, the challenge of playing a key role in the development of ASA’s veterinary division, a process that began back in 2016 and has unfolded in progressive stages and through various roles, is the one I identify with most. The creation of Blazeris® is the greatest achievement to come out of this...
Is this new device, designed for veterinary surgery, a challenge successfully met, or a milestone in your career?
It is both. It pushed me to step out of my comfort zone, acquire new knowledge and skills, establish new collaborative channels with veterinary professionals, and devise market-penetration strategies that went beyond standard product presentations, strategies that were more structured and that also incorporated an educational component. But that's not all. It also allowed me to work with a truly capable and cohesive internal team, one that was ready to engage with colleagues from our parent company, El.En., to bring to life something that, just 2 years ago, would have been unthinkable at ASA.
