We’ve come to the end of the first four months of the year. The speed at which time passes is remarkable. Back in early February, we talked about how Mozzanica had navigated the challenges and difficulties of the past year, and how it was approaching 2026. We had closed out a significant 2025, with tangible results and a clear awareness that a transformation journey was already underway. Of course, no one could have predicted another global conflict, nor the intense wave of speculation that drove prices sharply higher. And yet, it happened, and as is often the case in situations like this, those leading a company find themselves having to contend with variables that are out of their hands.
What to do when complications arise
So what should you do when the context becomes more complex? How do you respond when external conditions become less favorable than anticipated?
That’s exactly what we explored in last month’s article, “Finding opportunity in adversity: how to look at crises differently and start over.” In that piece, we shared stories of entrepreneurs who, when faced with even the deepest crises, chose a different path rather than giving up or simply limiting the damage. From the story of Ole Kirk Kristiansen, the Danish carpenter who, in the midst of the Great Depression, laid the foundations for what would become LEGO, to Mozzanica’s own experience between 2011 and 2015, when instead of cutting back, we chose to invest, secure bank financing, hire new talent, and expand into international markets. The message was clear: when challenges are approached with a clear mindset, they can become opportunities to take a real leap forward.
Today, I’d like to pick up that thread and take it one step further.
The next focus: business strategy
Recognizing opportunities is essential, but it’s not enough on its own. You need the right structure to act on them. And that brings us to the topic at the heart of our next article: business strategy.
Strategy can take many forms, from marketing to organization to sales. But they all share one common element: the willingness to make a choice. The choice to pursue a specific business objective. To get there, you need a set of plans that allow you not only to operate under ideal conditions, but also to make the most of adverse situations, turning what looks like an obstacle into a lever for growth.
Too often in companies, strategy gets confused with reaction. Decisions are made as events unfold, without a broader plan. But reacting is not the same as deciding. Strategy is, first and foremost, an act of intent: I choose where I want to go and build the path to get there. Even when, and especially when, the surrounding context is far from favorable.
We’ll explore this in more depth in the next issue of FireMag. It’s a topic that matters deeply to us, because it’s exactly what we strive to do every day at Mozzanica.
Stories that illustrate this
This idea is also reflected in the stories of second-generation entrepreneurs I’m interviewing in the series From Children to Entrepreneurs.
I’m thinking of Giacomo and Francesco Chevallard of SAPIN Spa, featured in the article “How the next generation becomes entrepreneurs: the Sapin Spa story.” Two cousins who started at the bottom and worked their way up, only to find themselves facing a sudden and unwelcome change: the loss of a parent, responsibilities coming too soon, the weight of decisions that were once shared with the company’s founder. Even so, they decided to take matters into their own hands, and from that difficult moment they built something that led the company to take a step forward: a five-year plan, new technological tools, and a more open organizational model.
I’m also thinking of Pietro Galbiati of Autoservice Robbiate, whose story is told in “From zero to sixty: the extraordinary Galbiati Autoservice story.” Here too, a sudden and painful turning point, the premature loss of his father, and a choice: not to shut the company down, as many expected, but to relaunch it. Today, his business has grown to two and a half times the size it was when he took it over, driven by a clear vision and the determination not to be defined by circumstances.
In both cases, the common thread is the same: young entrepreneurs who, when faced with situations no one would have chosen, decided to respond not with fear, but with a clear plan. They chose to create something that has allowed their companies not only to survive, but to grow.
Our determination for the second four-month period
This is the spirit – determined, positive, and forward-looking – with which Mozzanica is approaching the next four months.
We know the level of effort required may be significant. The context remains complex, external variables are still very much at play, and the goals we’ve set are ambitious. But we are equally confident that this effort will be rewarded with great satisfaction. Above all, seeing goals continue to be achieved, one after another. Seeing the partnerships with our clients grow even stronger, which has always been the real indicator of the quality of our work. And having a team of people who take pride in what they have accomplished, aware of having contributed to something concrete.
Because in the end, this is what makes the difference: not working toward an abstract result, but knowing that every day, every project, and every effort contributes to building something real.
Thank you, and let’s keep going
I’d like to close by thanking everyone for what they have done in these first four months. Every result achieved, every challenge overcome, every contribution, however small, that kept the machine running: none of it goes unnoticed, and all of it deserves recognition.
My best wishes to everyone for the challenges ahead. I am confident we will face them with the same spirit that has brought us here.
Thank you. l
Jordan Mozzanica
International & National Sales | Marketing Director