As we all know, the past five years have brought fast and sudden changes, and when it comes to commercial operations, it’s all about vision and strategy.That’s why we interviewed Natale Mozzanica, the company’s CEO and Sales Director, and Jordan Mozzanica, Sales & Marketing Manager.
Good morning, and thank you for taking the time for this interview. It’s a real pleasure to speak with the company’s founder and his son, who, along with his sister and business partner Stacey, is now taking part in the generational transition. For this conversation, though, we’d like to focus on commercial management rather than broader company operations. You both returned to leading the company’s commercial division in 2023, after nearly eleven years. What are the biggest changes you’ve seen in your customers, and what hasn’t changed at all?
We decided to bring the management of the Italian commercial operations back in-house, to the family.
While we’ve always remained involved in international activities, the company’s core DNA had begun to fade after two different managers took on the role of Commercial Director: quality and expertise in serving our clients.
The difference in client loyalty says it all. Longtime clients trust us in a way newer ones often don’t. So what’s changed in the Italian market? Definitely the pace of communication, which has significantly shortened response times.
There’s also a stronger understanding of fire protection regulations, better awareness of active protection systems and the industry as a whole (thanks, internet), and shorter project turnaround times. While that’s positive in terms of spreading knowledge, it also creates problems with thoroughness.
Overall quality has declined, driven by a lack of specialization, which is something you don’t see abroad. What hasn’t changed? The demand for specialized companies with fully trained staff at every level.
That’s what it takes to meet the quality standards needed to properly protect against certain types of risk. This is exactly where we’re focusing our efforts to bring our original DNA back into focus: Knowledge, Expertise and Skill.
You operate across different sectors such as Industrial, Marine and Oil & Gas. We imagine each comes with its own needs, but is there a common thread?
There is, and it comes down to what I mentioned earlier: Knowledge, Expertise and Skill. In the Marine and Oil & Gas sectors, these qualities must be verified and certified, otherwise you’re simply not allowed to operate.
In the Italian industrial market, we’re following the same approach, which has been well received by insurance brokers and clients dealing with high-risk environments.
We’re also working with the trade association Uman and the sprinkler systems association IFSN on a company qualification project that follows the same international standards.
What steps have you taken to establish your company’s current commercial structure?
The restructuring focused on setting clear goals, building teamwork, and developing specialization. Everyone needs to be able to fully support the client and meet their needs from start to finish.
We also analyzed each client’s productivity status and profitability. That helped us understand how to calibrate our efforts and identify areas for improvement.
The new commercial setup broke down silos and brought every department connected to commercial activities into the growth process: technical, service, warehouse, purchasing, quality and safety.
Only through collaboration and shared responsibility can we maintain the performance needed to keep the company thriving and growing.
As we mentioned, the past five years have forced rapid changes and short-term planning. How have you handled the situation and how are you approaching future projects?
We had already laid the groundwork with the right strategic choices, focusing on markets that require high added value and balancing our financial and operational efforts across the four main sectors that drive our business:
- Niche industrial, where we work directly with the end client
- Cruise shipbuilding, where we’ve built direct relationships with shipowners
- Oil & Gas, where the risks demand above-average performance
- Service, where expertise and in-depth knowledge are essential to maintaining the high safety standards our clients expect
Having up-to-date, real-time information on both domestic and international markets, along with the right people in the right roles, allows us to quickly shift course whenever needed.
What challenges did you face when you returned to commercial leadership? Which ones are you still dealing with today? How are you addressing them?
The first thing we did was make sure our salespeople and commercial team understood that Knowledge, Expertise and Skill are the core tools they must never be without.
The second was to make it clear that profitability matters more than sales volume, because without profit, every job is a waste.
Today, keeping the team motivated and intact is essential; open dialogue and shared responsibility are what help us overcome every challenge.
Name three qualities that a manager must have for effective team leadership.
The ability to listen, the ability to analyze, and the ability to communicate.
As we move through the final quarter of 2025, what goals have you achieved so far, and what’s next?
We’re continuing the growth paths we’ve started with the entire commercial team and working to strengthen our results, not just in numbers, but in profitability and client trust.
Only by developing our people can we raise the bar. It’s also important to keep a fighting spirit.
Hitting our targets takes rational planning, but also the courage to push beyond them.