Talk us through an average day in your role
There is no real “typical day” when you are the founder and CEO of a fast-evolving technology business like MainStreaming. My day is generally split between strategic vision, critical decision-making, and team alignment.
A significant portion of my time is dedicated to long-term direction: understanding where the streaming market is heading, how digital infrastructures are evolving, and what role artificial intelligence, edge computing, and new distributed architectures will play in reshaping the possibilities of modern media delivery. My responsibility is to ensure that MainStreaming is setting the pace for innovation and defining what the next generation of streaming infrastructure looks like.
There is also a highly operational dimension: constant dialogue with the management team, reviewing priorities, analysing performance metrics, and assessing risks and opportunities. Being a CEO means making decisions even in conditions of uncertainty and fully owning that responsibility.
Finally, I dedicate considerable time to external stakeholders: strategic customers, technology partners, and investors. Building trust is a central part of my role.
How did you get started in the media industry?
I entered the media industry from an entrepreneurial vision, building on a deep-tech background developed in sectors such as telecommunications and banking, where I worked for years on critical infrastructures and services that must always function flawlessly.
The spark came from personal experience. I encountered streaming disruptions during major live sports events. In those moments, I realised something simple but powerful: an interruption is not just a “minor technical issue” when you are watching your favourite team or a Formula 1 race. In those situations, quality becomes emotion. If technology fails, the experience fails. From that insight, I decided to enter this market to solve a massive challenge: Quality of Experience (QoE) in streaming at scale, especially during peak traffic and live events.
I have always believed that infrastructure and intelligent software are the true enablers of digital transformation. As streaming began to radically reshape content distribution, I saw a clear opportunity: to build a global video delivery platform that combines distributed infrastructure with smart software and optimisation capabilities – capable of guaranteeing quality and economic efficiency.
MainStreaming was born from this vision: rethinking the traditional delivery model and building a proprietary platform focused on performance and scalability, with the goal of ensuring a stable, premium viewing experience, especially when it matters most.
What training did you have before you entered the industry?
My background combines entrepreneurial, strategic, and technological expertise. I come from a software development background: I consider myself a “nerd” in the best possible sense, because I have always approached problems analytically, diving deep into data and logic to find concrete solutions.
Over time, I developed a strong focus on building sustainable and scalable business models, with continuous attention to innovation and execution. However, the most important part of my education has undoubtedly been hands-on experience: building a company from scratch, navigating crises, making mistakes, learning quickly, managing growth phases, and taking complex decisions without having all the information.
In the technology industry, there’s not a final destination. Everything evolves too quickly to rely solely on initial training.
Why do you enjoy working in the industry?
Because it is an industry that is never static. As a matter of fact, it is undergoing profound transformation. Much of the content still consumed via digital terrestrial or satellite today will progressively migrate to streaming in the coming years. This represents a structural shift in how the world consumes video, and MainStreaming is one of the technological enablers of this transition.
Media and technology are now irreversibly intertwined: every evolution of digital platforms has an immediate impact on millions of people. Building a platform capable of supporting global live events or large-scale OTT services requires precision, resilience, and vision.
I am motivated by the idea of creating an “invisible” yet fundamental platform. When everything works perfectly, no one thinks about it; yet behind that apparent simplicity lies enormous engineering and strategic complexity.
Ultimately, my goal remains the same: to guarantee the highest QoE when people watch content that generates real emotions — whether it’s a great film or a major live sporting event.
What piece of advice would you offer someone looking to explore a role similar to yours?
First: develop a long-term vision. It is not enough to manage day-to-day operations; you must understand where the market will be in five or ten years.
Second: build resilience. Entrepreneurship and leadership involve pressure, uncertainty, and responsibility. Not everyone is prepared for that level of exposure.
Third: learn to take ultimate responsibility. A CEO cannot delegate strategic accountability. Execution can be delegated, but direction and key decisions remain yours.
Finally, maintain curiosity and humility. Even when you lead a company, you must continue learning.
