Andrea Rosso

Andrea Rosso

Business consultant

Business restructuring
Management control and financial planning
Financial advisory services
Merger schemes
Acquisitions of synergistic companies
Sales of companies or business units
Development of sales networks
Organization of distribution
Marketing and strategic advisory services
Interim management

Business Consulting




Business restructuring
Handovers between generations
Developing specific business projects
Merger schemes
Acquisitions of synergistic companies
Sales of companies or business units

Human resources

Assessment of:

Result achievement capabilities
Aptitude for critical issue management
Readiness to take responsibility
Capacity for interaction and sharing
Readiness to embrace change and innovation

Motivation through:

Improving the atmosphere
Coaching and tutoring
Team building


Analysing positions and roles
Repositioning resources
Reorganizing processes
Introducing efficiency measurement systems

Administration and control

Financial auditing
Establishing a budget and reporting systems
Cash flow planning and management
Analytical accounting
Integration with management control
Analysis of financial statements and profitability for products and markets
Help drawing up financial statements and periodic statements
Economic and financial plans
Planning and controlling group companies (financial statements / budgets / consolidated reports)


Research, development and product innovation
Implementing new distribution strategies
Appropriate pricing policies
Communication strategies
Effective communication


Temporary appointments for the management of companies
Executive consulting in the “field”
Stepping up the pace of change and innovation
Lower costs over time and no long-term management commitments
Introducing/working alongside a family member who can be shown the ropes, learn to run the business and eventually take over the management


P.IVA 03201030263

Andrea Rosso

Business consultant

P.IVA 03201030263

Privacy Policy

Personal data processing Ex art13 D.Lgs n196/2003
This notification is provided in accordance with art. 13 of Italian Legislative Decree 196/2003 (the Data Protection Act) for the users of the web services of Andrea Rosso, which are accessible online via the address Data controller: data regarding identified or identifiable persons may be processed after visits to the website.
Pursuant to Italian Legislative Decree 196 of 30 June 2003, the data controller is the legal representative of Andrea Rosso P.IVA 03201030263, who may be contacted via email at Place of data processing: the data processing connected to the web services of this site takes place at Andrea Rosso and it is carried out exclusively by the appointed data processors, along with anyone who is asked to perform occasional maintenance work. The data originating from the web service are never made available or disclosed to others.
The personal data provided by users who send requests for information materials are only used in order to supply the items or services requested and they will only be passed on to third parties if it is deemed necessary for this purpose (for example, for making contact to provide information). Data that are provided voluntarily by the users: by expressly and voluntarily opting to send electronic mail to the addresses on this website, users are providing their email addresses (which are required in order to reply to requests) and any other personal data included in the messages.
A brief reminder of this is given on the information request page of the website. Processing methods: the personal data are processed with computer systems for the amount of time that is strictly necessary in order to achieve the goals for which they are collected. Specific security measures are taken to prevent data loss, illicit or improper use of data, and unauthorized access. Rights of the interested parties: in accordance with art. 7 of the Italian Data Protection Act (Italian Legislative Decree 196/2003), people have the right to be told at any time whether personal data concerning them exist or not and to be informed of the content and origin of any personal data about them.
It is possible to check the accuracy of the processed data and to ask for them to be supplemented, updated or corrected. It is possible to ask for data to be deleted, made anonymous or blocked if they have been processed illegally, and in any case it is possible to oppose the processing for legitimate reasons. Requests of this kind must be sent to the data controller.

Business restructuring

Business restructuring is the toughest and most difficult of tasks because it focuses directly on taking the company forward. It normally involves radical measures, including substantial cost cutting, complete reorganization of the business and redefining strategies and investments. If a business is to be relaunched successfully, it must have good products, room for potential growth in the market and a clear, distinctive brand image.
If all of these elements are in place, a strategic plan can be drawn up and followed. Experience and flexibility are required for projects of this kind, which are demanding and entail a number of risks, but if they are done properly they can lead companies away from the dangers of heavy debt and set them back on the road to fresh success.

Management control and financial planning

For some time now, the financial and economic situation in Italy has posed a serious threat for companies. It is a period of great uncertainty. The liquidity crisis has gone from a seemingly transitory event to a chronic situation. Consequently, in recent years there has been an ever greater focus on financial planning in the business world. However, it takes a lot of time and dedication to move from interest in the matter to the creation of a special management unit within a company. Moreover, it is still very common for management control to be limited to observation of the accounting system and the figures in the financial statements, when in actual fact it should also be contemplating management and measures of business performance that highlight financial and cash flow issues. It is no longer sufficient to rely solely on final reporting tools, with the cash raised at the heart of a business assessment.
Now more than ever, it is crucial for all small and medium enterprises to optimize their financial management through a structured process of planning and subsequent management control. Nonetheless, SMEs do not tend to allocate adequate resources to this matter, partly because they do not normally have consistent, coordinated and effective internal organizational approaches. Generally speaking, owners of SMEs are more inclined to focus on the commercial and production requirements of their companies and these are the areas in which they invest, whereas they show little motivation to invest in management processes that can boost the efficiency of their financial planning. Therefore, it is essential to have a model with suitable interfaces and operating mechanisms, as well as checks on the available funds so that business owners can evaluate the margins for financial manoeuvres at any stage in the company’s existence. For SMEs, the model must feature limited use of technical and IT-based elements so that it can be managed with more flexible tools that are easy to implement and understand. In order to produce a cash flow budget, it is necessary to have the figures from the previous fiscal year, so that the history of the company can be examined. For a broader analysis, it is possible to take the results from the last two or three financial statements rather than just the one from the previous year.
They can then be compared and the average figures can be calculated. It is also crucial to comprehend the following guiding concept in the creation of a cash flow budget: only the accounting figures for cash revenues and expenses must be considered. When the figures for the previous fiscal year are examined and the numbers for each entry are analysed on an individual basis in both the Balance Sheet and the Income Statement, first and foremost it is necessary to realize which of the entries actually relate to incoming or outgoing cash.

Financial advisory services

The area of financial advisory services for corporate lending is very delicate and complex today. In the lending world, financial advisors have a very prominent role. It is a complex field not only because of the range of possibilities on offer from the lending industry nowadays but also because it seems impossible to find a univocal solution capable of satisfying banks, institutions, business associations and entrepreneurs, no matter how much time is spent discussing the topic at the countless conferences about the issue.
The procedures used by banks to assess the creditworthiness of companies have become dry mathematical exercises involving complex, sterile processes that are not always understood by the bank staff, let alone business owners.

Business development strategies

Business development strategies provide the foundations for all subsequent management activities. Sometimes, business owners have the ideas and technical capabilities to develop products but they are unable to envisage a strategic growth path and map it out in advance. A solid business plan that reflects an entrepreneur’s objectives will make it clear whether the business formula is sustainable on the financing front and profitable enough to be implemented.
Consulting services provide an effective way for business owners to manage the progress of their business plans. They can make informed decisions that will enable them to achieve a satisfactory level of profitability.

Debt restructuring

The debt restructuring process must always contemplate the relaunch of the company. When a company has severe liquidity problems because it is heavily in debt (currently a situation in which public authorities play a substantial part), it must seriously consider turning to business and management consulting firms that are capable of intervening. The measures may take many months and they must be taken in an orderly, appropriate and painstaking manner.
There are a number of stages in the debt restructuring process and the subsequent relaunch of a company. They can be summed up as follows:

  • Calculation of the amount of financial debt to restructure
  • Implementation of a new financial plan, as part of a bold, clear new business plan
  • Negotiations about the plan with suppliers
  • Negotiations about the plan with financial institutions
  • Negotiations about the plan with the national revenue agency and tax office

All of these stages will help the company to get back on the market and regain its financial balance.


Marketing and communication play an essential role in the achievement of development objectives for companies. They can help to optimize and integrate different processes and make company activities more effective and efficient.
Without technological assistance and the use of appropriate marketing and communication tools, it is impossible to keep track of all of the variables in a company’s everyday existence, such as the level of complexity of the market, the mass of information, the number and range of stakeholders, the speed of movement in the system, the need for quick action and reaction, and the web of relationships.

Interim management

Interim management involves putting an “external” manager in charge of a company or a project in order to take the organization forward and boost its existing managerial resources. The task of an interim manager is to perform a specific role in a company for a limited period of time. Interim managers are appointed at key stages in the life of a company, which may be negative (such as times of difficulty and hardship which require action to get things back on track) or positive (such as growth or the development of new businesses and new projects). They aim to step up the pace of the change and innovation needed to compete. After agreeing on recovery or growth objectives with the owners, the interim manager will plan, propose and carry out measures to enhance the performance and management capabilities of the company. Interim managers do not just analyse situations and propose solutions.
They take responsibility for achieving the established objectives “in the field”. The ongoing operations and the development of small and medium enterprises are increasingly being affected by continual, substantial changes that significantly increase business risk.
More and more often, business owners are realizing that the “formulas” used to create their companies and establish their success may no longer be suitable for the new conditions in the market and the competitive environment. Furthermore, the majority of Italian SMEs have yet to deal with the inevitable problem of passing the reins of the company to the next generation, which is an indispensible step if it is to remain in business. Finally, there are times or stages in the life of every company when it is necessary to change, innovate and develop new projects, although there is often a lack of the necessary resources, time and skills. Examples of these stages include:

  • Venturing into new markets
  • Stepping up the pace of development
  • Introducing/working alongside a family member who can be shown the ropes, learn to run the business and eventually take over the management
  • Restructuring the sales network
  • Restructuring the organization and the production processes
  • Launching new initiatives, projects, products and services

In all of these cases, interim management is a sound way of introducing a new business culture in a company and speeding up the changes that are needed in order to compete. In small and medium enterprises, employing a permanent manager can often seem prohibitively expensive. Interim management is the ideal solution. It keeps the costs down and the manager only needs to work for the company for as long as it takes to achieve the established objectives.