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What we do matters. But how we do it shapes people’s experiences and, over time, our results.
*Fee ranges are an estimation for a live keynote speech in an European venue, they can vary significantly depending on the specific requests of the clients, the type of performance, the preparation time and the travel time which is requested. Travel and accommodation costs are not included.
Pier Paolo Bucalo has roughly three decades of executive experience at Accenture, UniCredit, A12Lab, IAG Loyalty and Luiss Business School, along with exposure to numerous organisations he has advised or partnered with internationally. His initial focus was on strategy, marketing and sales. Over the years, he has come to recognise that strong business performance can only be sustained over time when both employees and customers are satisfied. This conviction guides his leadership style and human experience work. He is founder and Managing Director of A12Lab, a consulting firm specialising in strategy, people and marketing, and Adjunct Professor at Luiss Business School, where he designed and coordinates the Executive Programme in Customer & Employee Experience Management. Previously, he served as Country Manager Italy for IAG Loyalty, Vice President Marketing & Partnerships at UniCredit, and Strategy Manager at Accenture in London. At CDP Venture Capital, he chairs the Advisory Board of the VenturItaly II Fund of Funds and serves on the Investment Committee of the Technology Transfer II Fund. He is also an Expert Evaluator for the European Commission’s Research Executive Agency. He graduated with highest honours in Economics and Political Science and holds a PhD in Economics from the University of Rome “La Sapienza”. He also holds an MBA from the Rotterdam School of Management and completed a Senior Executive Programme at IESE Business School in New York. He is fluent in Italian, English and Spanish.
Why book Pier Paolo Bucalo?
He brings together three perspectives that rarely sit in the same room: the manager who has run businesses and sales networks, the consultant who works inside organisations, and the professor who trains executives. His talks connect what usually stays separate, employees, customers, patients, leaders and shareholders, and show how decisions in one area shape experiences in all the others.
What is the real victory? The one that makes people clap their hands, or the one that makes people’s hearts beat?
What he offers
Organisations he has spoken for or trained
Acea, Acinque Energia, BNL, Ferrovie dello Stato, GVM Care & Research, Intesa Sanpaolo, Jefferson Wells, Luiss Business School, LUMSA University, Mondo Convenienza,
Speaking Topics
1. The Human Factor
Whether working or shopping, we are the same human beings, looking for rewarding experiences. Yet HR studies employees, marketing studies consumers and sales meet customers, and these insights too often remain separate. This talk shows how sharing what each function knows about people may enable better human experiences, for employees and customers alike.
Ideal for: Corporate conventions, conferences, institutional gatherings and executive teams.
2. The Person Before the Leader
Leadership starts with oneself. Setting goals and giving directions is not enough: credibility depends on whether daily behaviour matches stated values, on listening, and on checking the effect of one's words. Impact matters more than intent.
Ideal for: Corporate conventions, leadership events, managers and team leaders.
3. You Get What You Reward
People adapt to what is measured and rewarded. Well-intended goals, bonuses and KPIs can produce the opposite of what was intended: quantity over quality, internal competition instead of collaboration, one metric improved at the expense of others. The talk shows how to align rewards with behaviour, experience quality and results.
Ideal for: Corporate conventions, middle managers, functional leaders, HR executives, CEOs and senior management.
4. Customers Don't Come First
Companies say the customer comes first, then neglect the employees who deliver on that promise. Customer experience depends on culture, leadership, autonomy, trust and incentives, not only on product, process and technology. Staff cannot deliver an experience their organisation does not allow: customer experience cannot exceed employee experience.
Ideal for: Corporate conventions, sales leadership, marketing, Customer Experience, HR and management.
5. Fairness Is Not Sameness
People are motivated differently: some need autonomy, others reassurance, challenge or clear direction. Fairness is about giving each person what they need to grow. Good leaders adapt feedback, delegation and support to each person, while keeping shared standards and equal dignity.
Ideal for: Team leaders, middle managers, HR executives, management conventions and leadership programmes.
6. AI: Who Is It For?
The impact of AI depends less on the technology than on how organisations choose to use it. Three variables make the difference: how employees work with it, how customers experience it, and whether the purpose is cutting costs or serving people. The aim is not people versus machines, but collaboration that strengthens skills, autonomy and relationships.
Ideal for: Conferences and conventions on innovation and digital transformation, leadership and executive meetings (CEOs and senior management), and events for HR, Customer Experience and Customer Care.
7. From Curing to Caring
Flawless treatment does not guarantee a good care experience. Patient experience covers the whole journey, from first contact to follow-up, and may affect adherence, safety and outcomes, not just satisfaction. Asking clinicians to be more empathetic is not enough: processes, environments and service models must give them the conditions to care.
Ideal for: Healthcare conferences and conventions, hospital executives, doctors and health professionals, healthcare management, universities and medical education programmes.
8. Every Company Gets the Shareholders It Deserves
Short-term decisions are not the problem; making them the goal is. Cost cuts and postponed investments can improve a quarter while eroding employee and customer experience, with damage that appears years later. The talk proposes independent oversight of experience in governance, including the role of a Chief Experience Officer.
Ideal for: Boards of directors, CEOs, institutional investors, private equity and corporate governance events.
Topics are indicative and can be tailored to each event.
For the speakers
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