Cosmo Damiano Delli Bergoli

Cosmo Damiano Delli Bergoli

Business Unit Lead at Armundia Group

How have you been directly involved with Armundia’s internal reorganisation?

I am currently leading a Business Unit dedicated to an important banking client I have been working on for almost four years as a project manager, supervising the technical development, account growth and the evolving commercial opportunities. A growth that culminated with the implementation of our new Wealth Management and Private Banking platform called 3SIXTY / ADVISORY.

How has your job changed and how will it evolve in the future?

From supporting the board of directors, I have now become a single point of reference for the client, from a technical and commercial point of view. I manage a team of about 15 people across the Armundia’s offices – Empoli, Rome, Milan, L’Aquila and Tirana – who liaise with both the client’s operational IT development activities and IT maintenance services. I will soon supervise the foreign market expansion of the Group, via the the new London start-up: Armundia, United Kingdom. Personally and professionally, this is an important challenge that I am eager to tackle.

How do you live this moment of business evolution?

With enthusiasm. I joined Armundia over six years ago and we have somehow grown up together. The company has put a lot of trust in me during this generational transition, which I’ve experienced firsthand. I remember all the key moments and progressive steps that prepared me for what is happening right now, and what will happen in the future.

What are the Armundia’s values the new generation of managers is carrying forward?

Definitely the drive for innovation. I have experience in other work environments and I can appreciate the true meaning of it, drawing from the values ​​on which the company was founded: designing something not purely following sales trends but with the aim of disrupting the market by building truly innovative and tailor-made solutions. This is an approach that strongly aligns to my work ethos and which I always follow through, also when developing new business proposals: together with the client we assess what their needs are, and then we leverage our internal know-how to create a new solution that is tailored to the new needs that have emerged. The way we position ourselves in the market in a specific and sophisticated way is by no means obvious and it is what makes the difference.

Among the skills you have developed, which ones do you think are distinctive for your personal and professional growth?

I’ve acquired the technical skills that are essential to my work thanks to the several tasks I have been carrying out for Armundia. Among the soft skills, I think the ability to communicate with people, specifically clients, is very important and it is a difficult and challenging area, especially for a 31-year-old like me. Being able to express yourself clearly, listen attentively and understand the needs of others is key for building strong relationships and for working effectively within a team. The trust of those who believed in me has triggered a virtuous circle that led me to grow even when facing complex situations, helping me to create that experience which today is indispensable for the new role I hold.

Why is it so important to know how to innovate with vision and responsibility?

The way of working at Armundia is always vertical and connected to the needs of people and customers. Innovation can’t be a goal in itself: you don’t innovate to build skyscrapers in the clouds, you do it to respond to specific needs. The challenge of innovation lies precisely in the transition between the futuristic and the future, or in the grounding of evolutionary processes within fertile ecosystems where there is a practical aim for these processes. By pursuing clear objectives that are, in fact, built on people’s current needs and responding to future ones that today are not capitalised yet in the market, following a straight line that connects the bright future as it is depicted, and the road to get there.

So, is this the meaning of the digital transformation of the banking and insurance world?

The transition to advanced digital platforms is inevitable if banks want to keep their competitive edge on the market. The digital transformation is a great opportunity to upgrade the service models and give a clear response to new client needs – from the traditional segment to the next generation. By adopting a single strategic digital tool, the bank is now able to innovate processes and support services with high-added value while rationalising costs, and ensuring integration with the existing IT infrastructure.

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