From an engineering point of view, the operational activity often consists of relatively ordinary operations: integration of third-party APIs, collection and recording of data in a database, and subsequent processing. Nothing particularly challenging or innovative for those accustomed to designing complex software architectures or distributed systems.

However, it is important to clearly distinguish those who work seriously in Digital Marketing from those who improvise themselves as “experts” or “gurus.” We can identify at least three categories of practitioners who populate the environment today, especially on platforms such as LinkedIn…

The serious and competent professionals

They are data-driven practitioners who are able to combine creativity and analytical rigor. They use advanced tracking tools, implement customized strategies, constantly test solutions through A/B testing and measure each activity based on concrete KPIs. To date, many of them also skillfully integrate AI. Their work is based on a method, not on false sailor promises.

The smoke sellers

Self-proclaimed experts, often with pompous titles invented through neologisms such as Master Coach Marketing Strategistor similar, present content devoid of any substance. They offer free webinars in which they propose a “magic method” applicable indiscriminately to those who sell fruit as to those who develop software or manage complex B2B consulting.

These figures exploit persuasive techniques (attacking only with those who do not even have a clue what digital marketing really is), aggressive sales funnels with emails sent daily and sometimes multiple times in the same day, without providing any real metrics or verifiable documentation.

How to navigate if you are not an expert in the field?

If you are considering adopting digital marketing strategies and are not in the business, or at any rate have never heard of them in depth, I recommend some best practices.

• First always check references, ask for documented success stories and real clients from whom you can go and ask for feedback.
• Always ask for a customized proposal and be wary of pre-packaged solutions; by necessity, the marketing strategy of the carpet salesman who has the store under your house cannot be the same as that of a doctor’s office.
• Assess listening skills because a good consultant will ask you many questions before giving you answers. No one before they know thoroughly what you are about will be able to tell you a marketing strategy to undertake.
• Always analyze the data! Always ask for performance indicators, timelines, estimated costs and expected results. Especially expected results, there is no way you can give them with a reliable margin of prediction (5% – 10%) even before you have published a test campaign. Theoretical data are so much affected by error that they lose all statistical significance. For example, a statement such as “I will bring you 5 leads per day with a 50% margin of error” implies such a wide confidence interval (2.5 to 7.5) that the prediction is almost unusable. In statistical terms, a relative error of 50% indicates a very high variance from the expected value, greatly reducing the significance of the estimate. It is like saying that the probability of rain tomorrow is 50%: such information provides no decision-making advantage over pure chance.. So it is equally likely to be sunny
  

This last point deserves a separate paragraph….

• Use verification tools; even the use of artificial intelligence to do a “deep search” on the consultant or agency can be useful to protect yourself by asking whether testimonials are self-referenced or given by companies that have been clients. We are all capable of painting ourselves as infallible monsters and vertical professionals, but words must always be backed up by actions.

Despite all these checks and balances, the results may not necessarily come, because at the end of it all ROI also depends on the product or service you are selling. If it has no grip on the market because the market is not interested there is little you can do.

A personal experience

Years ago I attended, through the company I worked for, a conference organized by a well-known marketing agency. The (ticketed) event turned out to be little more than a promotional moment for the agency itself.

Small business owners took turns on stage to testify about their achievements: in some cases, “successes” quantified as 3,000 euros in monthly sales. With all possible respect for the work and vision of other entrepreneurs, it is very difficult to consider these figures an achievement for a business to brag about.

The lack of real training content left me rather perplexed and reinforced my belief that, in marketing, as in other fields, we need to be able to distinguish between professionalism and self-referential storytelling.

What comes to question?

I am continually inundated with LinkedIn requests from people who introduce themselves, even before I have answered them a banal “good morning,” promising resounding results when they don’t even know who I am, they don’t know my company and what it does in the field, and they often present me, in addition to marketing, with services in the IT field that I also offer: a hallmark of the fact that they have applied a simple copy and paste of a message to which they have probably changed only the name of the recipient, having completely glossed over verifying what my credentials and my work are. It’s basically like walking into a pork store and trying to sell the owner a pound of bologna.

Honestly today I don’t spend any more time responding to these “charlatans,” but in times past I used to have fun with them by saying,
“Okay, if you are so sure you are bringing me all these clients by painting yourself as a Master Coach Marketing Strategist, then let’s say I pay you on results achieved. If you are certain that you have this foolproof method, then it shouldn’t be a problem for you if I pay you on results achieved.”

Obviously the message is clearly provocative, but I am of the opinion that to absurd question one replies with an absurd answer; and of course everything deflates immediately.

At this point one wonders? Is it possible that people do not understand what digital marketing is? I mean. The term itself suggests it: take traditional marketing made up of flyers, brochures, and digitize it with search and advertising campaigns. Could you ever give reliance to someone who prints and distributes flyers and promises to increase your sales tenfold without knowing what you are in the business of and how many flyers you intend to print and distribute? Then bearing in mind the fact that closing the lead then also depends on your ability to convert them with a serious and credible presentation of the product or service you are selling.

Let’s have clarity!

In digital marketing, there are different types of campaigns that can be implemented, but they all basically fall into two macro-categories:

• Research campaigns
• Advertising campaigns

Search campaigns are part of that branch called “Direct Marketing.” Your site or landing page appears on search engines as a sponsored result the moment a user searches for one of the keywords you have used to define your marketing campaign.

Advertising campaigns, on the other hand, are part of that branch called “Indirect Marketing.” In this case, there is no interest on the part of a user in searching for a product or service online. This type of campaign can be seen as the digitization of leafleting. How many times have you happened to go to Facebook or LinkedIn and see sponsored posts selling products or services?

Certainly digital marketing has undeniable advantages:

• Today, most people search for information on the Internet with their smartphones
• Of these, most regularly use social

Big brands like Google and Facebook invest in data. They store any interaction you have made with the page to create a virtual profile of you. If you’re googling or even if you’re talking about animals, it’s very likely that you’ll find personalized ads about pet gadgets, pet food.

Big brands know you perhaps better than you know yourself, and this information is gold for those who have to do a marketing campaign because they can profile it to all the users who have those specific interests. You couldn’t do that with leafleting.

In digital marketing, you can also sector by geographic location, but more importantly, the result depends heavily on the budget you decide to invest.

Distributing 10,000 leaflets has a different coverage and response than distributing a million, and underlying this difference is a different economic investment.

This is why I keep recommending that you be wary of those who come with a ready-made “magic solution” without even knowing who you are.

But let us come to the central point of this article….

Why are engineers at an advantage?

You will have realized that the proper channeling of a marketing campaign requires an approach geared toward reading and understanding data.

Well, those with a high technical-information training start from an advantageous position for several reasons:

• An engineer is used to thinking in terms of models, hypotheses and testing. This modus operandi fits perfectly with data-driven marketing, where every action must be able to be measured, tested and optimized over time.
• Where a traditional marketer needs the support of an engineer to integrate a tracking pixel, set up an API call or create a conversion script, an engineer can do it himself, reducing time, cost and margin for error.
• Knowledge of databases, languages such as Python, or data analysis tools (BigQuery, Data Studio, Grafana, etc.) make it possible to build custom pipelines for campaign analysis, optimize funnels, monitor real-time performance, and trigger automated alerts. In addition, artificial intelligence today can automatically place corrections based on the analyzed data. For example, it is possible to use meta APIs to automatically adjust the “pitch” of certain campaigns to make them perform better.
• An engineer knows how to properly size the environment in which landing pages, CRMs; lead scoring or email automation systems run, and this is a really crucial aspect when running high-traffic campaigns. The risk otherwise is to work with an undersized system that burns leads because it cannot serve all incoming requests.
• Optimizing budgets and resources is a priority shared by those who design systems in engineering and those who manage digital campaigns: A/B testing, cost allocation, ROI performance, all require the same logic of efficiency and control.
• An engineer knows how to integrate artificial intelligence-based chatbots that enable 24/7 natural language conversations with all the people who want more information about the product in real time, without latency.
• While many marketers rely completely on prepackaged platforms, the engineer can build taylor-made tools that are perfectly tailored to the needs of the business, avoiding constraints and hidden costs.

Conclusion

In the age in which we live, where information and data are the real wealth but where true expertise is rare, distinguishing those who market seriously from those who build illusions is everyone’s responsibility: entrepreneurs, technicians, consultants and industry professionals.

Digital marketing is not a magic formula, nor is it a set of tools to “turn on and forget.” Rather, it is an ever-evolving ecosystem that requires rigor, study, adaptability and a solid technical foundation. In this context, the contribution of an engineering profile can be instrumental in turning insight into strategy, strategy into process, and process into concrete and measurable results.

My advice is very simple: before relying on the first guy who comes along and promises resounding results, ask questions, analyze the numbers and check the facts, because the first red flag is hidden right behind his promise. And if you feel uneasy about evaluating digital proposals or offerings, confront those with a technical background: it may save you time, resources and, most importantly, disillusionment.

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L'articolo Digital marketing: how to distinguish the method from the hoax proviene da RENOR & Partners S.r.l..

A project that, on paper, might seem quite simple: a microcontroller, a sensor to detect temperature and humidity, is a Python script that sends data to the cloud at regular intervals.
Perfect no? Not really! If we implemented it that way, it would be very short-lived. As they say. It would last “from Christmas to Boxing Day.”

Why? The reason is quickly stated: electronics and humidity have never gotten along well, and in industrial cold rooms temperatures can easily drop below -20°C. Quite a chill in short…

First-impact solutions?

The first concrete action was to search the market for hardware components designed specifically for hostile environments, capable of operating over a particularly wide thermal range.

One of the most interesting options is the Compute Module 4 Extended Temperature version, recently introduced by the Raspberry Foundation. This module is certified to operate in a range from -40°C up to +85°C.
When the upper threshold is exceeded, an automatic clock reduction mechanism kicks in, which is useful for containing the thermal rise and keeping the system stable, but sacrificing processing speed.

Problem already solved then?

In part, yes, we have addressed and solved the issue of temperature, but that of humidity still remains open. To protect electronics effectively from condensation, seepage, and external agents, one more measure is needed.

The solution adopted is to immerse the entire circuitry in an electrical insulating gel, more specifically a low-viscosity two-component polyurethane gel designed to seal and protect junction boxes, connectors and PCBs from water, moisture, dust and other critical environmental factors.

At first glance, it seems like an ultimate solution: just buy the right two-component, apply it, and the moisture problem would seem to be solved.
But even here, the reality is quite different…

Solved one problem, another problem arises again

The moment we solved the problem of humidity, the problem of thermal management came up again in a new guise.

That’s right, because the insulating gel, in addition to shielding from moisture, is also an excellent thermal insulator. This means that once the electronics are immersed in the gel, heat exchange with the outside becomes extremely inefficient.

Even if the device is in a -20°C environment, the CPU temperature still tends to rise rapidly because the heat generated cannot dissipate effectively.

To prevent the system from overheating and thermal throttling, an additional engineering element must be introduced.

The passive heat sink

To effectively solve the problem of thermal dissipation within the insulating gel, it is necessary to integrate a specially designed passive heat sink.

This heatsink should be mounted directly in contact with the SoC, coupled by thermal conductive paste to ensure optimal heat transfer; partially immersed in the gel, but with a surface in direct contact with the external environment, so as to promote heat transfer to the cold air of the cold room.

This solution allows us to transfer the heat generated by the SoC outward, bypassing the insulating effect of the gel. But before proceeding, it is essential to ask ourselves some key engineering questions, which are essential to properly size the system:

• At what temperature do we wish to maintain the SoC during operation? The goal is to avoid both condensation (which occurs at too low a temperature) and exceeding the critical threshold of 85°C, which would activate thermal throttling.
• What should be the contact surface area between heatsink and CPU to ensure effective heat transfer without dropping too much in temperature? This value depends on the thermal power generated, the material used for the heatsink, and the temperature difference between the SoC and the external environment.
• How much power does the SoC of a Compute Module 4 actually dissipate under full load? Based on our tests, the thermal dissipation at full load is about 6 watts. This figure is critical for correctly calculating the heatsink area needed to keep the system within the desired thermal limits.

Only after accurately answering these questions can we move on to the next step: the actual thermal calculation, which will allow us to correctly size the dissipating interface and ensure the stability of the device even under extreme environmental conditions.

Sizing of the surface in contact with the SoC

Although the Compute Module 4 Extended Temperature (CM4ET) is certified to operate in a range as low as -40 °C (-40 °F), it is advisable to prevent the die from operating at excessively low temperatures during full load to avert the risk of condensation forming in the immediate vicinity of the electronics.

When the CM4ET is under full load, it dissipates approximately 6 watts of thermal power. This heat must be transferred from the SoC die to the external environment, namely the cold air in the cold room.

But beware: balance is also needed here.

• If the heat sink is too efficient, there is a risk of the die dropping below -20 °C, which should be avoided to prevent localized condensation phenomena.
• On the other hand, if the heatsink is insufficient, that is, the heat produced by the CPU is more than the heatsink can dissipate, the temperature will rise gradually until it reaches 85 °C, the threshold above which thermal throttling comes into play.

Therefore, the goal is to keep the SoC in a safe and stable thermal range. A target temperature of about -5 °C is reasonable, considering that the outdoor environment can be as low as -22 °C.

To achieve this balance, we must correctly size the contact surface of the heat sink. The analysis is based on stationary heat conduction, modeled by the following equation:

Where:

• is the heat output transferred (in watts),
• is the thermal conductivity of the material (in W/m-K),
• is the cross-sectional area (in m²),
• is the thickness of the material (in m),
• Delta is the temperature difference between the two sides (in K).

Solving the equation for area A:

This formula allows us to calculate theminimum area required so that, when dissipating power , the temperature difference between the die and the environment is equal to Delta

Entering known values:

• 
• 
• (conductivity of pure aluminum)
• Delta (i.e., -5 °C to -22 °C)

we get:

This is the theoretical minimum surface area of the heatsink in direct contact with the SoC required to keep the temperature within the desired limits.

Of course, this value is ideal and calculated under perfectly static conditions; in practice, it is advisable to consider a margin of safety, both due to mechanical tolerances and the effect of intermediate layers (such as insulating gel or plastic interfaces).

Realization of the 3D model of the heatsink

Due to contractual constraints with the client, it is not possible to show pictures or diagrams of the project. However, I can provide some useful information on the final sizing.

At the end of the modeling and manufacturing process, the useful contact area of the heatsink was about 13 mm². A value slightly higher than the calculated theoretical minimum, docuted to mechanical limitations related to CNC fabrication.

However, this area is within an acceptable margin, sufficient to prevent the temperature of the SoC from falling too far below the desired values, thus preventing condensation.

To further optimize heat transfer, the heatsink was placed at the bottom of the enclosure, with most of its surface area below the plastic of the enclosure. In practice, only a small part is in direct contact with the cold air of the cold room being separated from it by a 2-mm layer of plastic.

It should always be remembered then that there is a substantial difference between theoretical calculations and actual behavior in operation: the former serve to give a solid design basis, but it is only with direct experimentation that the actual reliability of the solution is verified. In our case, within the expected margins, the design proved effective.

Test

To validate the design, I performed a home experimental test, placing the entire device inside the home freezer, set to the lowest available temperature. Unfortunately, it was not possible to reach the -22°C of the industrial cells but only -17°C, but the test still provided very useful data to evaluate the thermal behavior under real conditions.

The text was structured over a duration of 60 minutes, with sampling every second and after idle stabilization.
During the test we monitored:

• The temperature of the SoC
• The temperature inside the enclosure via an I2C sensor.
• The temperature on the external surface of the heatsink, measured by a thermocouple placed between the heatsink and the enclosure plastic.

After about 30 minutes, all temperatures had already stabilized.

During idle, the maximum CPU temperature reached 12.5°C. At this point, once stabilization was noted, I started the stress test and ran the stopwatch for the next 60 minutes.

At the end of the test under load, the measured values were as follows:

• Maximum CPU temperature: 38.7°C
• Temperature inside the enclosure: -1.3°C
• Temperature on the external surface of the exchanger: -11.4°C

Conclusion

The data obtained confirm that the CPU operates within a safe thermal range, the operating temperature does not fall below critical levels for condensation, the electronics are protected even under extreme environmental conditions, and the system proves stable and balanced with effective passive thermal dissipation management. Thus, the chosen configuration is suitable for continuous operation, even in harsh refrigerated environments, without risk of failure, condensation, or thermal throttling.

These are the projects that we are really passionate about. The ones that force you to think, to challenge yourself, to look for solutions outside the box. Projects that can’t be solved with an imported library or a standard sensor, but require ingenuity, experimentation, and multidisciplinarity spanning electronics, physics, thermodynamics, and mechanical design.

It is precisely these challenges that leave you, each time, with a richer technical and cultural background that ends up coming in handy in the most unexpected contexts.
And in the end, when everything works as it should, the satisfaction is double!

L'articolo The projects we like proviene da RENOR & Partners S.r.l..

Working in structured environments, organized into departments with specific functions and responsibilities, taught me the profound meaning of collaboration and communication. Each department, led by capable managers, interacts with the executive team, which in turn communicates with the top-level administration or the CEO to define shared and common strategies. This dynamic creates a vital network, where every node is essential and every decision is the result of shared input and constructive dialogue.

When I was later entrusted with the responsibility of leading departments, I quickly realized that delegation did not simply mean distributing tasks. On the contrary, delegation is a true act of trust—a powerful acknowledgment of each person’s skills, abilities, and, above all, potential.
Entrusting someone with a project or task means saying to them implicitly—and in my case, also explicitly: “I believe in you, I believe in your ability to handle this responsibility with competence, passion, and enthusiasm.”
This statement, often silent and non-verbal, has a deep and lasting impact on the self-esteem, motivation, and sense of belonging to the team experienced by team members.

Personally, I’ve never liked giving orders in an authoritarian tone. I don’t believe that authority is built by imposing—it is earned by listening, understanding, and involving others.
My preliminary meetings, especially during the crucial early stages of new projects, are known for being particularly long and detailed. I devote time and attention to every single contribution because I’m convinced that it’s precisely in those hours of intense dialogue that brilliant ideas and innovative solutions emerge—born from authentic and sincere collaboration. The time invested in this way is never wasted; on the contrary, it represents the best guarantee for the project’s future success.

It is essential to humbly accept that none of us holds the absolute truth, and that none of us is omniscient. Valuing a colleague’s idea and openly acknowledging the merit of someone who proposes better solutions than our own demonstrates maturity, respect, and true leadership. A Leader (note the capital L), unlike a boss (lowercase b), is someone who not only guides the group technically, but above all inspires it, provides emotional support, and fosters unity—without putting on airs of superiority simply because of their title on the company’s organizational chart. A Leader must listen, understand, support, and always explain the reasoning behind every decision, openly sharing their motivations and strategies.

I have never made a decision without explaining to my team the logical and emotional reasoning that led me to that choice. Openly sharing the thought process behind decisions is never a waste of time; on the contrary, it is a valuable investment in transparency and mutual trust. In this way, team members feel involved, respected, and part of a common goal, clearly perceiving that their contribution is essential to collective success.

Believing in and trusting the people who work alongside you is certainly not an easy path and is often accompanied by risks. Trusting means being open to the possibility of mistakes and unforeseen events, but in the long run, this investment yields enormous benefits. A team that enjoys trust and autonomy is a resilient, dynamic team—inclined toward innovation and ready to face any kind of challenge with determination, confidence, and harmony. Moreover, people who feel appreciated and valued remain loyal to the company, contributing with passion and dedication to its growth. It is an exceptional way to retain talent.

Of course, misunderstandings can happen—who hasn’t experienced them in the workplace? What matters is being open to dialogue and resolving them promptly, before they turn, over time, into sources of conflict between colleagues. Such tensions not only fail to contribute to the success of the project but can also generate discontent within the team.

Trust is not an abstract concept or a mere motivational slogan—I’m not joking, and I firmly believe what I’m saying. Trust is a true operational philosophy, the emotional and professional glue that binds the team together—one of the fundamental and indispensable pillars for building a successful, solid, and lasting future.

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L'articolo The Importance of Trusting Your Team Members proviene da RENOR & Partners S.r.l..

The typical hindsight remark from the entrepreneur is along the lines of “Good thing he left.” However, this is almost always followed by a noticeable slowdown in the company’s performance.

This reasoning, of course, applies exclusively to talented managers; I’ve known far too many incompetent ones, placed in positions of responsibility due to recommendations, family connections, or reasons entirely unrelated to the actual skills required.

Here, however, I would like to focus on authentic managers—those rare professional figures characterized by a unique combination of qualities that make them essential points of reference not only for company ownership, but above all for the employees who follow their guidance on a daily basis. I’m referring to those professionals who possess cross-functional skills, analytical ability, and a natural charisma that allows them to propose and implement ideas with the enthusiastic support of their team.

If they possess all these qualities and enjoy such strong support, why do they leave the company?

When we talk about professionals of this caliber, the motivation is rarely financial. In fact, compensation is usually the least of their concerns. Almost always, the decision to leave stems from a rupture with the entrepreneur.

Dear entrepreneurs, let’s be honest: you didn’t build your success solely and exclusively on your personal talent. To a large extent, the fortune of your company is determined by the operational structure that supports you and that is managed daily by directors, managers, and employees. They are the true engine of your business. Consequently, the respect you expect from your collaborators should be returned in an even more meaningful way—and I’m not necessarily referring to financial rewards, but rather to the way you interact with them: with respect and appreciation.

Why does the rupture happen?

The rupture often arises because many entrepreneurs, as soon as they begin to achieve significant financial results, fall into the trap of omnipotence. Money unfortunately has this side effect on fragile minds, quickly turning them into arrogant, cynical, unempathetic individuals, detached from reality. They easily forget their origins and lose respect for those who, with competence and professionalism, contributed to their success. In short, they feel invincible and superior to everyone.
This concept amusingly reminds me of the film Il Marchese del Grillo, where in one scene, an exceptional Alberto Sordi says:

“Because I am who I am, and you are f@*k all.”

However, when a manager leaves the company, it’s interesting to observe how often the entrepreneur feels the need to justify themselves to the remaining team, seeking approval with phrases like: “Good riddance” or “It’s better this way.” A statement that may elicit some timid agreement from sycophants—let’s avoid using a more resounding term, though we all understand what’s meant—but one that, deep down, finds no genuine approval from anyone.

What’s really needed is a bit of healthy self-criticism. One should seriously ask: if he was so good, why did he leave? Opening a dialogue, trying to understand the real reasons behind his decision, and working together to resolve the issues would be the most mature and intelligent way to handle these delicate situations.

The biggest mistake, in fact, is believing that everyone is useful but no one is indispensable—especially in the managerial field. A valuable manager often has a long and complex background, built through hands-on experience and a deep understanding of corporate dynamics—sometimes even greater than that of the company’s ownership. Replacing technical skills alone is not enough to restore the same value: a great manager brings with them unique human and personal qualities, often innate.

Just as a bass singer, no matter how talented, will never reach the high notes of a tenor like Juan Diego Flórez, likewise, someone who is not born with certain qualities will hardly become a good leader.
These innate qualities are a form of wealth that cannot be acquired solely through work experience—they are born with the person themselves.

The best managers are those capable of thinking outside the box. If you ask the same question to a hundred people, the talented manager will undoubtedly respond differently, introducing innovative perspectives that others didn’t even manage to grasp.

A question that should be rhetorical, but in reality isn’t…

I leave you with a question that should be rhetorical, but often isn’t: do you truly believe you can bring out the best in an employee by issuing orders with arrogance, or might it be more effective to engage in open discussion, explaining the reasoning behind your decisions and being receptive to dialogue—even critical, but constructive?

If a manager is reduced to a mere executor of orders, their presence becomes completely useless. An internal memo would be enough. But in structured companies, the role of the manager is crucial precisely because they are the one who deeply understands the company, analyzes data and business challenges, and should be directly involved in strategic decisions.

I have always firmly believed in the data-driven approach: data collected methodically and professionally is a goldmine for identifying critical issues and applying concrete, targeted solutions. A company shouldn’t be steered blindly like a small boat—it requires the precision and responsibility needed to navigate a cruise ship.

Conclusion

A company that aspires to thrive must truly value its human resources. Great managers are not retained with a paycheck or with occasional empty praise, but through genuine respect, involvement in decision-making, and a work environment that is open to dialogue, receptive to new ideas, and intellectually stimulating.
If you fail to understand this fundamental principle (which is, incidentally, cited in numerous works on organizational psychology), you will continue to lose your most valuable people and surround yourself with sycophants incapable of applying critical thinking—making your company’s success increasingly precarious and unstable.

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L'articolo Why does a manager decide to leave? proviene da RENOR & Partners S.r.l..

Despite frequent clashes and extremely different points of view that ultimately led to a definitive break, my former employer once left me with a thought—simple yet precious—that I still carry with gratitude to this day.

“Simone, you are a bright and well-prepared young man. You create products of great quality. However, in the world of business, quality alone is not enough; speed is just as important—if not more decisive.”

When you work as an employee and find yourself discussing these topics with the ownership, the first instinct is to stop and reflect: “Alright, but if I have to rush out software quickly, it’ll end up falling apart at every corner!” Over time, however, I came to realize not only that my former employer was right, but also that the perspective needs to be completely reversed: speed doesn’t require sacrificing quality—it requires streamlining the project. You need to strip it of the superfluous and focus on an MVP (Minimum Viable Product) that contains only the truly essential features needed to bring it to market. There will always be time later to integrate additional features and refine it.

Although I had understood the concept, I truly made it my own—I internalized it—only when I became an entrepreneur. That’s when I fully understood the meaning of the message.

Too many ideas? You have to select!

Every day, my mind is crossed by a flood of ideas for innovative products; to make sure I don’t let a single one slip away, I immediately jot them down in the Notes app on my iPhone—which by now is filled to the brim with thoughts and insights, some of which, I’ll admit, are utterly ridiculous. But without having a thousand-developer software house at my disposal, it’s unrealistic to think I could bring all of them to life. That’s why I sit down with a couple of trusted friends and, with pen and paper in hand, we go through each idea—deciding which ones are truly worth investing time and energy in.

In the end, after hours of evaluation—and after fantasizing about all the possible features we could integrate into each of those ideas—one finally gets chosen. The one that gets chosen is, reasonably, the best compromise between: what we believe has the greatest potential to break into the market, ease of promotion—meaning how well it can attract crowds with minimal investment—degree of innovation, and lowest implementation costs.

Once the idea to pursue has been selected, the next step is to hold a brainstorming session—and it’s in this phase that the idea truly begins to take shape.
As we start writing down thoughts on what the final product should look like, more ideas inevitably emerge—along with insights and considerations that can be poured into the project, enriching and refining it. For me, it also helps a lot to share my idea with someone. In that phase, the core ideas of the project settle in your mind, and new ones begin to flow—further enriching and integrating the concept.

In the end, the focus shifts to refining the concept and identifying the core features without which the product cannot go live.
This is the stage where the team draws a clear boundary between what’s essential and what can be postponed—laying the groundwork for a solid, functional Minimum Viable Product (MVP) that can be tested, validated, and improved over time. That will be our MVP!

Be careful not to confuse speed with sloppiness. We must not create a sloppy or rushed project—what we release must still be of quality.
We simply need to sacrifice those integrations that can easily be added later, focusing first on delivering a solid, functional foundation.

For everything else, the process must always follow the standard workflow: brainstorming, UML design, documentation, implementation, and testing.

Below is an example of a refined idea map for a project called BadJoe. A SaaS system for employee attendance tracking.

From this idea map, the next step is to create the UML class diagram—and based on that, it will become much easier to implement the project’s code. It will be enough, in fact, to follow the indications provided by the UML to write the project’s methods and classes.

This simple diagram shows the classes and the methods of each class.
For each of these methods, a functional diagram is then written as follows.

Here, the exchange of information between client, server, and database is clearly visible for the registration of an event (Check-In/Check-Out, Start Break, End Break).

Once this is done, the next steps are to write the documentation, implement the code, and test the system.

This method allows you to develop a project that is both quick to integrate and meticulously documented: even after months or years, it will be easy to identify the exact point to intervene—whether to fix a bug or introduce new features.

In the business world, speed is crucial—because time directly equals money. The sooner an entrepreneur sees the work—into which they’ve invested human resources—completed, the less capital is tied up, and the sooner they can begin marketing the product. In other words: minimum effort, maximum return.

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L'articolo Speed and Quality in Projects proviene da RENOR & Partners S.r.l..

With the introduction of artificial intelligence, we have succeeded in revolutionizing the way the human resources sector operates, offering our clients efficient, precise, and high-performance tools capable of significantly improving business outcomes and the overall recruiting experience.

This is where the idea was born for a SaaS-designed portal that combines our expertise in the recruiting sector with artificial intelligence, resulting in a product that has even received positive feedback from Google. In fact, we are currently awaiting a response regarding the project’s eligibility for the Google for Startups program.

The project is called TalentFlow.it and represents the new frontier of intelligent recruiting.

In today’s job market, the main challenges are identifying the most suitable candidate for each role and, from the candidate’s perspective, being able to spot job offers that best match their skills—while also staying constantly updated on the progress of the selection process to avoid unnecessary delays.

Starting from the candidate’s perspective, it is common that, after sending their résumé to several job postings, they are left waiting without receiving any feedback—especially in the event of a negative outcome in the selection process. This lack of communication significantly slows down their job search.
We have brilliantly solved this problem through an innovative solution that combines the world’s most widely used messaging system with artificial intelligence. We’ll discuss it in detail shortly.

As far as recruiters are concerned, traditional recruiting methods–based on manual reading of resumes and generalist preliminary interviews–are no longer sufficient to meet the need for speed and efficiency demanded by today’s companies.
Against this backdrop comes TalentFlow, an innovative recruiting portal that integrates artificial intelligence to revolutionize the entire recruitment process.

In this article we will explore how TalentFlow works, analyze the problems it can solve, outline the operational benefits it offers both companies and candidates, and explain why it represents a real evolution in the human resources landscape.

The problem with traditional selection

Personnel selection has always been a long, demanding, and often inefficient process. The large number of résumés received for each open position can be overwhelming to process, forcing recruiters to sacrifice evaluation quality in favor of speed.

What are the risks? First of all, losing talented candidates whose profiles are not analyzed with the necessary attention; secondly, selecting individuals who are not fully suited to the role due to rushed and superficial evaluations; and finally, wasting valuable resources—both in terms of time and operational costs.

Traditional techniques, based on manual keyword searching, are no longer able to keep pace with an increasingly dynamic and competitive job market.

How did we solve the problem?

TalentFlow is a recruiting system based on advanced semantic analysis and machine learning. It does not just read resumes; it interprets them, extracts structured data, compares them with the requirements for each position, and pre-selects the most suitable candidates with a high level of accuracy.

Here’s what it’s able to extract from a résumé:

Even the profile photo is extracted using complex computer vision and face recognition algorithms from the résumé, which can be uploaded in any format: PDF, Word, or even a photo taken with a smartphone.
The text is read and interpreted through OCR and processed by AI to generate structured data and a reliability score for the searched profile.
All of this happens in just a few seconds.

What are the main features of TalentFlow?

• Centralization of Applications
  All received résumés are collected in a single, intuitive platform and organized by their corresponding job search, eliminating the need to manage scattered files across emails, local folders, or different software.

• Enhanced semantic analysis
  Using artificial intelligence models, TalentFlow analyzes the text of resumes recognizing not only keywords, but also context, correlations between different experience, soft skills, and growth potential.

• Automatic and Intelligent Preselection
  The system filters profiles based on parameters defined by the company (technical skills, years of experience, educational background, certifications, language proficiency, etc.) and highlights the most promising candidates.

• Continuous Support
  TalentFlow provides support every day of the week 7 days a week and 24 hours a day to both client companies and candidates applying for ads. To entrepreneurs who have requested the recruitment service, the usable AI Chatbot on WhatsApp provides all information about the status of the search, the number of interviews booked, and the outcomes. The entrepreneur can write on the WhatsApp Chatbot in natural language at any time and in any language. The chatbot will respond with up-to-date information that the recruiter would do. The same thing applies to all those job seekers who want to have information about their application and the selection process.This approach on the one hand greatly decreases the workload of the recuiter who in this case will no longer have to worry about updating clients and candidates on the status of the selection and on the other hand speeds up the recruiting timeline.

• Intuitive and Accessible Interface
  The platform is designed to be easy to use, even for those without specific technical skills.

How does it work in detail?

1. Application Reception
   Candidates submit their CVs through one of the job portals (subito.it, helplavoro, Indeed, bakeka, etc.). The application is collected within an email container, and the software automatically retrieves all submissions, placing each one into its corresponding active job search.
2. Analyzing and indexing the CV
   TalentFlow’s artificial intelligence analyzes the document, extracts key information (education, work experience, interpersonal skills, artistic skills, organizational skills, skills assessment, job evaluation held, membership, collaborations, and hobbies), and creates a summary profile sheet.
3. Matching with Open Positions
   The system compares the candidate’s profile with the available job postings, calculating a compatibility index based on advanced criteria.
4. Preselection and Recommendation
   Recruiters can instantly view the top candidates for each position, with a clear overview of each profile’s strengths.
5. Simplified Communication
   With just a few clicks, it’s possible to contact candidates, request additional information, or schedule interviews.

What are the concrete benefits for companies?

Adopting TalentFlow means bringing real benefits to the selection process:

Average screening time is reduced by an average of 70 percent, enabling faster hiring and reducing time lost in scouting and reading resumes in addition to the total elimination of all calls for updates from companies and candidates. By selecting truly aligned candidates, the risk of early turnover is also lowered and the likelihood of successful placements is increased. This allows recruiters to spend more time on high-value activities, such as qualitative interviews and employer branding strategies. TalentFlow also enjoys its own platform for video interviews. This avoids wasting additional time to schedule a video conference on portals such as Google meet or Zoom.

Companies that are able to attract and hire top talent more quickly are the ones that win in the long run.

TalentFlow also thinks about candidates

Not only companies, candidates also benefit greatly from TalentFlow. Beyond the Chatbot we have already mentioned, thanks to a simple, quick and transparent application system, TalentFlow offers aspiring workers more visibility with companies, better opportunities to be selected for compatible positions, quicker responses on the status of the application, and above all, a truly meritocratic system that bases the selection process aseptically and without being influenced by gender, age, political and sexual orientation, solely on the candidate’s abilities in relation to the role for which they are applying.

This makes the candidate experience much more positive, enhancing the company’s reputation and facilitating the employer branding process.

What do we expect from the launch of this project?

We are already extremely pleased that, even at this development stage, giants like Google believe in our project. However, we firmly believe that in an era where companies must be agile, responsive, and competitive, continuing to use traditional recruitment tools means falling behind.

TalentFlow represents the modern answer to an age-old need: finding the right candidate, at the right time, with minimal expenditure of resources.
With its semantic analysis capabilities, intelligent pre-selection and ongoing support, TalentFlow is not simply a tool: it is a strategic partner for the success of recruiting companies.

Choosing TalentFlow means investing in the future of your company. Because talent makes a difference, and finding it, today, is easier than ever.

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L'articolo Talentflow – RENOR & Partners’ promising new project. proviene da RENOR & Partners S.r.l..

The OMM software (Outbound Marketing Manager) is a “Software as a Service” built on a Cloud architecture. Advertising is the lifeblood of any company; marketing departments are responsible for acquiring new clients, and winning new customers is a fundamental part of growing one’s business.

Certainly, there are also other important parameters, such as Customer Experience, which relates to the contract’s duration based on the quality of the service provided. Delivering a good Customer Experience means fostering customer loyalty. A customer who is offered a high-quality product at a reasonable price is undoubtedly one who will hardly ever leave us.

Returning to the marketing considerations, as we were saying, by increasing the number of new customers, revenues will, of course, only continue to grow.

The question is: how can you increase revenues through the marketing department without having to invest heavily and while maximizing the productivity of the existing team?

To answer these questions, we engaged with several of our client companies and examined the critical issues affecting their marketing departments. We used these insights to develop OMM, a software solution that fully addresses these challenges and delivers a range of benefits which, when applied correctly, will have a significant impact on company revenues. The software is already in use at two of our client companies as well as in our own marketing department, and we are seeing impressive results.

The challenges of outdated systems

In all the companies we analyzed, we observed completely inefficient and outdated work procedures. For example: telephone operators, once assigned a territory, had to source their contacts using tools like Google Maps or the Yellow Pages. Searching for contacts on these platforms creates very long delays between one call and the next.
Call notes were taken on paper or, in the best case, in Excel.
Presentation letters were sent manually using email clients.
Sending quotes took ages.
There were threats of legal action for having contacted the same uninterested prospect dozens of times, and so on.

The real bottleneck, beyond the organization and outdated method, is the time required to deliver an outcome. In other words, the time that elapses from searching for the contact to reporting the result of the call. The OMM system solves both the organizational method and the timing.

Outcome timing in the case of outdated systems and organization

We have measured the following average times for the various outcome scenarios between one call and the next across more than 400 operators examined:

• Contact not interested in the offered service: 1 minute and 46 seconds.
• The contact does not answer: 1 minute and 14 seconds.
• The contact’s number is incorrect or no longer in service: 32 seconds.
• Call back: 2 minutes and 11 seconds.
• Send company profile: 9 minutes and 23 seconds.
• Send quote: 19 minutes and 42 seconds.
• Request an appointment with a sales consultant: 5 minutes and 25 seconds
• Contact not to be called back: 1 minute and 18 seconds.

Let’s analyze them case by case by reproducing the actions performed by outbound operators.

Contact not interested in the offered service.

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• Makes the call.
• He explains the service and is either interrupted or informed of the lack of interest.
• The operator says goodbye and hangs up the phone.
• The operator note that the contacted party is not interested in the offered service.

The contact does not answer.

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• He/she places the call; the phone typically rings for 30–40 seconds without an answer.
• The operator hangs up and marks the number as one to call back.

The contact’s number is incorrect or no longer in service.

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• The operator places the call and marks the number as incorrect or no longer in service.
• The operator hangs up and reports that the number no longer exists.

Call back

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• Makes the call.
• He explains the service to the customer.
• The customer asks to be called back.
• The operator notes to call the contact back at the time and date specified by the customer.
• He hangs up the phone.

Send company presentation.

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• Makes the call.
• The operator explains the service to the client, who lets him speak and asks questions about the service.
• The client ultimately requests a company presentation, or the operator offers to send one.
• The operator asks the customer for their email address in order to send the presentation.
• The operator hangs up with the customer.
• The operator opens the email client (either in-browser or on their PC).
• The operator manually enters the customer’s email address.
• The operator enters the subject line of the message.
• The operator enters the body text of the message.
• The operator attaches the PDF file.
• The operator sends the message.
• The operator marks the contact as “to be called back” based on the information provided via email.
• The operator closes the email client and returns to the browser to look up the next contact.

Send the quote

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• Makes the call.
• The operator explains the service to the client, who lets him speak and asks questions about the service.
• The client requests a quote, or the marketing operator offers one.
• The operator asks for an email address to which to send the quote.
• The operator thanks the customer and ends the conversation.
• The operator opens the Word template for the quote.
• The operator performs the various calculations for the quote (unless he requests assistance from a superior).
• The operator saves the quote as a PDF in a folder on the PC.
• The operator opens the email client.
• The operator enters the customer’s email address.
• The operator enters the email’s subject line.
• The operator enters the body text of the message.
• The operator attaches the previously created quote PDF file.
• The operator sends the email.
• He marks the contact as “to be called back.”
• The operator closes the email client and returns to the browser to look up the next contact.

Request an appointment with a sales consultant

• The operator follows up with the contact who was sent a quote or a presentation letter.
• Makes the call.
• The client requests an appointment with a sales consultant.
• The operator informs the client that he will need to call back to provide available dates and times for the meeting with the sales consultant.
• The operator goes to the team leader and obtains the available dates and times.
• The operator calls the contact back, providing the available dates.
• The client selects a date.
• The operator records the date.
• He ends the conversation with the customer.
• He goes back to the team leader to get the appointment date.
• The team leader records the date to be communicated to the sales consultant.
• The operator returns to his desk and searches for the next contact.

Contact not to be called back.

• The outbound operator searches for the contact on Google Maps or the Yellow Pages.
• Makes the call.
• He explains the service to the customer, who won’t let him speak and asks not to be called again.
• The operator ends the conversation.
• The operator marks that number as “do not call” anymore (though it’s unclear how, since it would be impossible to check the do-not-call list before each call).

Note: In most cases, the operator fails to remember that a contact should no longer be called, calls them again, and in the worst case this leads to a privacy violation complaint.

Now let’s see the same outcome procedures through the OMM system.

How we resolved the critical issues with OMM

We measured the same operations with the aid of the OMM system, obtaining the following average times across 100 operators using the system:

• Contact not interested in the offered service: 22 seconds (481% faster)
• The contact does not answer: 43 seconds (58% faster).
• The contact’s number is incorrect or no longer in service: 9 seconds (355% faster)
• Callback: 1 minute and 7 seconds (195% faster)
• Send company profile: 2 minutes and 47 seconds (337% faster)
• Send quote: 3 minutes and 51 seconds (511% faster)
• Request an appointment with a sales consultant: 2 minutes and 20 seconds (232% faster)
• Contact not to be called back: 32 seconds (243% faster)

And now, as we did previously, let’s analyze the actions performed with the OMM system for each outcome delivered.

Contact not interested in the offered service.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• He explains the service and is either interrupted or informed of the lack of interest.
• The operator says goodbye and hangs up the phone.
• Clicks the “Not Interested” outcome button; the contact will automatically be returned to the list after six months.

The contact does not answer.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• He/she places the call; the phone typically rings for 30–40 seconds without an answer.
• The operator clicks the “No Answer” outcome button, and the contact will be returned to the list after 2 hours.

The contact’s number is incorrect or no longer in service.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• The operator clicks the “Incorrect Number” outcome button, and the system automatically removes it from the contact list.

Call back

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• He explains the service to the customer.
• The customer asks to be called back.
• The operator clicks the “Callback” outcome button, entering the date and time for the callback (the system will resurface that contact at the date and time specified by the operator).

Send company profile.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• The operator explains the service to the client, who lets him speak and asks questions about the service.
• The client ultimately requests a company presentation, or the operator offers to send one.
• The operator clicks the “Send Presentation” outcome button and enters the recipient’s email address in the pop-up.
• The operator clicks “Send” and moves on to the next contact (the subject line, message body, and attachment are composed automatically).

Send quote (includes optional features)

OMM is a fully integrable software. If the client requires extended functionalities, they can request them and the development team will handle the integration.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• The operator explains the service to the client, who lets him speak and asks questions about the service.
• The client requests a quote, or the marketing operator offers one.
• The operator clicks on “Send Quote” and enters the customer’s email address.
• The operator requests the specifications by filling out the online form in real time as instructed by the customer over the phone.
• At the end of the entry, an automatic email is sent to the customer containing the fully automated PDF quote.

Request an appointment with a sales consultant

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• Makes the call.
• The client requests an appointment with a sales consultant.
• The operator informs the client that he will need to call back to provide available dates and times for the meeting with the sales consultant.
• The operator goes to the team leader and obtains the available dates and times.
• The operator calls the contact back, providing the available dates.
• The client selects a date.
• The operator clicks on “Appointment,” entering the date, time, and location of the appointment.
• By confirming the appointment, it is automatically scheduled in the team leader’s interface.

Contact not to be called back.

• The outbound operator places the call by clicking on the contact already displayed on the screen.
• He explains the service to the customer, who won’t let him speak and asks not to be called again.
• The operator clicks the “Blacklist” outcome button, and the system will never show that number to call again.

As you can see, the OMM system delivers processing time savings with an average productivity increase of approximately 301.5%. If we calculate a weighted average based on the typical number of call outcomes, this rises to about 380% faster performance.

To put all this into more easily understandable numbers, we observed that, using traditional methods, an outbound operator is able to make an average of 80 to 130 calls per day.

The same operators, using the OMM system, are able to increase these figures to a range of 270 to 500 calls per day and beyond.

Being able to make such a higher number of calls means that the probability of finding new clients increases by about 300%, as we have seen. In essence, it’s as if the entrepreneur tripled the number of outbound operators in the department while keeping their headcount constant.

The contacts database.

OMM has a database of over 1,133,000 (one million one hundred thirty-three thousand) GDPR-compliant, B2B-oriented contacts.

The system retrieves contacts via a headless architecture: at the moment the operator is about to place a call, the system makes an API request to our cloud microservice, passing a unique HASH key that is generated during the call according to a proprietary algorithm. This ensures that the system returns a single contact while guaranteeing data protection.

The costs.

Being a SaaS software, costs are calculated “per user.”

From 1 to 19 users: €99.00 + VAT per user per month.
From the 20th to the 40th user: €89.00 + VAT per user per month.
From the 41st to the 60th user: From the 41st to the 60th user: €75.00 + VAT per user per month.
For larger numbers of users, we typically engage in private negotiations.

The system must be hosted on a Cloud Server managed by RENOR & Partners.
The monthly cost for the Cloud infrastructure will be assessed based on the hardware resources required, which depend on the number of users to be activated.
Server maintenance and optimization are included in the monthly Cloud service fees.

Software maintenance, including the resolution of unhandled exceptions, is included in the monthly per-user fee.

Any integrations or modifications of existing features to be implemented by our development team are not included in the price.
Activated user accounts are unique to a single workstation. Logging in with the same account from another workstation will invalidate the access credentials of the previously active workstation.

One-time installation, application configuration, and department training costs must be added to the quote. Training can be conducted on-site for companies located in the regions of Lazio, Tuscany, Umbria, Marche, Abruzzo, Molise, and Campania, or online for clients in all other regions.

For further information, you can refer to the contact section of our website.

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L'articolo OMM – How to Grow Your Business proviene da RENOR & Partners S.r.l..

Let’s start with SEO basics

A search engine gives different scores that will be used to rank and categorize the results. Right now you are reading this article but it is very likely that typing the keyword “How to Write a Blog Article” will bring up lots of other results.

Google search

If we want to be precise with this keyword about 22,600,000 (read twenty-two million six hundred thousand) results come out.

You will immediately understand that it is unthinkable to publish an article and have it ranked first on Google, unless of course you invest a certain amount of money to sponsor it on Google Ads. But let’s not lose heart, this is only one of the keywords within the article, and Google extracts so many of them. Once again, however, in all likelihood, none of these keywords will make your site rank first.

How a search engine works

The answer is: no one knows exactly! It is said that even Google’s basic algorithm is known only to the two founding fathers of the American giant (these are just rumors). In any case, despite the fact that the algorithms have not been made public, for obvious reasons, most of them have been empirically analyzed over time and we know some basic rules to follow to make sure that our blog sooner or later also shows results on the first page.

Search engines have over the past 25 years, like technology, had a frightening engineering growth, moving from Algorithms for “syntactic” analysis, i.e., which dwelt solely on checking compliance with certain rules in a mechanical way, to Algorithms for “semantic” analysis, where such algorithms even go as far as understanding the meaning of the text within an article. It follows that in the same way that a professor would give a grade to an essay that derived from the care of the spelling, the absence of spelling errors, the content, and the literary value of the essay; in the same way today, search engines take into consideration a number of variables ranging from the “correctness” of code writing… ” Are semantic tags used? Is the web page written following W3C standards? Are the loading times fast?” all the way to the quality of meaning of the content and even“Sentiment Analysys,” or the ability to understand the mood of the person who is writing. If you think about it, this is crazy!

Out of this kind of analysis comes a list of keywords that the search engine has identified, which it places at the base of a histogram. Each keyword will be given a grade that provides a “weight” of importance that is useful for ranking purposes.

Put like that, it all sounds easy because it would be enough to write a meticulously detailed, stylistically flawless article to make it appear first on Google for at least one keyword… Here’s the bad news: it doesn’t work that way.

The ultimate ranking comes from a number of other factors that do not affect the article itself but the website as a whole: the “Domain Authority.”

What contributes to increasing the authority of a website… So many parameters, some of which directly depend on the work done on the site itself, many others that do not depend on the developers, bloggers, or site administrator.

Among what falls under the “powers” of the site creators are, as we have already mentioned: the loading speed and compliance with W3C rules for writing code, the use of semantic tags and all those technical attentions that instruct the search engine on the various sections of the site. Certainly another important parameter is the number of pages and/or articles the site counts within it. A site that has 100,000 articles is definitely a more authoritative site than one that has a dozen.

What really increases a website’s authority, however, is the number of Backlinks. In fact, the search engine does not calculate a website’s authority score based solely on the website itself but also based on the number of Backlinks (i.e., links that come from other sites and point to ours), and hear me out, from the authority of those sites.

If you think about it, the motivation is simple. If to get up Domain Authority it is enough to link articles from another site, then I might think about making an investment, buy 100 domains and start linking all my articles on those 100 sites and that’s it. Obviously with the system implemented by Google this practice becomes totally useless at the act when those newly created sites will have an authority of 0, so the backlink brought from these sites will have a weight of 0.

However, it is not enough that other authoritative sites link to our article, we must also technically see the nature of the link.
There are two types of links: “dofollow” links and“nofollow” links are two types of link attributes. In the first case no special instructions are inserted, in the second case the rel=“nofollow” attribute or even noreferrer or noopener is added.

Example of dofollow links

[html]<br />
&lt;a href=“https://nome-dominio.com/nome-articolo/” target=“_blank”&gt;Link&lt;/a&gt;<br />
[/html]

Example of nofollow link

[html]<br />
&lt;a href=“https://nome-dominio.com/nome-articolo/” target=“_blank” rel=“nofollow”&gt;Link&lt;/a&gt;<br />
[/html]

Follow links inform the search engine to follow that link because it carries information deemed important for reading comprehension or for further study.

Nofollow links, on the other hand, simply link to an external page without informing the search engine to follow that link. This type of link in fact matters little or nothing for SEO purposes.

Article-level SEO

Now that we have a smattering of how search engines behave with our site, let’s go over what tricks to consider when we need to write an article.

Since, as we have seen, search engines perform semantic analysis of content, they expect the article to be written in language that is understandable and clear with sentences that are not excessively long: short, concise periods that areeasy to understand. That the text is structured in such a way that one can easily find what one is looking for, for example, through fast scrolling headlines. This is why a search engine expects to find a main title identified by the tag <h1>, 2 to 5 subtitles <h2> and wanting other sections identified by tags <h3>. Dividing the text into paragraphs is necessary to improve the reading experience and not fatigue the reader.

If you insert multimedia content (images and videos) these must contain the attribute regarding information for the blind, a title and a long description, in which you can write the content of the image and why this image was inserted, for example, to clarify a concept.

Another caution is related to avoiding passive forms as much as possible. For example, an engine appreciates it more to write, “A friend greets Joan” rather than “Joan is greeted by a friend.”

This, too, is an expedient that improves reading by making it less burdensome.

How to write the article

It doesn’t start with article writing…. Yikes! You will say… Still can’t write it?

No!

Writing an article without doing appropriate analysis is useless. You will definitely make a hole in the water.
The most important thing to do when writing a blog article is to plan the article. Basically some research should be done, and only then can we figure out if our ideas are correct or if we should fall back on some other keyword that is easier to rank for.

When it comes to keywords, it’s not what it used to be! That is, the more times I write it in the article, the more I will be promoted on search engines. No, on the contrary, if you try to implement such a strategy you will be penalized by the engine. The only thing you will have to do is to keep the keyword in mind and write the article without paying too much attention to how many times you will mention it in the text. Google does the interest of users, it is because of them that it has become big and multi-billion dollar. You must always write for the users, not for Google. So learn all these rules by heart and forget about them at the time you are writing the article. Adjust your pitch once the article is written, perhaps structuring it with paragraphs and headings. Reread it several times and try to express a concept that may seem a bit cumbersome to you with simpler words and shorter periods; but do the first writing in your own fist! Always keeping the key word in mind.

I wanted to write this article using the keyword “How to Create a Blog,” these were my analyses…

SEO keyword analysis “How to create a Blog”

When you get an SEO Difficulty of 45 with the first result of Salvatore Aranzulla having a Domain Authority of 86 and 31 Backlinks you immediately understand that it is not the case to move with that keyword. I tried other keywords, doing the appropriate analysis and came to the conclusion that “How to Write a Blog Article” was a keyword that could have simplified the chances of ranking me at a good level. Of course (at present), definitely not on the first page.

But I remind you that there is Domain Authority…. If we continue to publish articles at this rate, sharing them on social, increasing the fan base on social there will be more and more visits to the site and more and more articles, more and more Backlinks, therefore the Domain Authority of our site as time goes by will increase more and more compared to the sites that have been standing still or have a stationary Domain Authority anyway. In the end it is a silent war where those who work the hardest and put in the most work by investing their time on the site will get recognition on the search engines.

Ours is a consulting company but beyond the pleasure of sharing information with our readers and clients, we also do these articles to increase the Domain Authority of our site. Increasing connections to the site means increasing brand awareness and increasing brand cognition means having more organic customers, i.e., not coming from Paid Marketing campaigns: this means less spending on marketing to acquire new customers. At the end of the day this is what you work for.

If you need IT or Marketing advice, you can go to our contact section; in the meantime, we hope we have given you some guidelines for starting your own successful Blog!

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L'articolo How to Write a Blog Article – The Truth proviene da RENOR & Partners S.r.l..

I have personally put on hold all the projects I wanted to work on in protest, waiting for a return to normalcy, partly because the philosophy of the Raspberry Foundation has always been to provide a micro-computer at an affordable price.

As of today’s date (August 19, 2022) the cost of the Raspberry PI4 with 8Gb RAM is 239 euros, in the basic version, i.e. without the kit provided that includes Cover, Power Supply, Micro SD etc. We are talking about 239 for the Raspberry PI alone to which we will have to add a power supply, Micro SD, Mouse and keyboard for those without and it will easily go up to 300 euros.

The same 4Gb product 2 years ago did not come to cost 90 euros.

As I said, I have stopped my projects because there is no point in setting out to develop apparatuses that later will have no market! Lately I have been working on a cat detection system. Anyone who has a garden knows that if you live in an area where the feline species proliferates, it becomes a big problem to keep the lawn tidy. Cats prefer a nice blanket of grass for them to do their business. The problem is that these create holes, cause the grass to dry out, and most importantly, a very annoying smell. Therefore, the idea was to create a system with computer vision that would identify the cat that crossed the safety threshold and water it with a small jet of water. Of course, nothing extreme, especially with respect to our animal friends, just a small warning to let him know that that is not the right area to lay down his potty. It would have been interesting to try to market a beta, because it is a new product that does not exist on the market and most importantly it would be able to understand (in a mixed human-cat scenario) that humans are not to be targeted but cats are.

Such a project requires as hardware: a Raspberry PI4 with at least 4Gb of RAM since Computer Vision algorithms are quite heavy to run for real-time video processing, a night camera, mounts for the pointing system, a small electric pump, a jet, 2 motors for the pointing system, 3D printing of the mounts for the pointing system and the apparatus containing box, 3D printing of the gears , electrical wires, connectors, seals, etc. would require an investment of no less than 400 euros with today’s Raspberry prices. To this must be added at least 2 months of development of the software part.

A question arises… How much should I sell this prototype for? At least €600. And who would spend it?

I find it difficult that there could be anyone interested in buying such a system at such a high figure. Therefore I will remain patient and wait for prices to return to what they once were. The Raspberry Foundation has confirmed that prices should return to normal starting in September…. We will be in religious silence waiting for this to happen.

Having friends and colleagues who work in the same field as me, they too are standing still there. Thank God we do not lack the 250 euros to buy a Raspberry, however, the argument is related to a “principled” perspective. A company that claims to be close to the Developer and Creator Community cannot propose prices like that! Those who work in the IT field know what I am referring to. I mean at 239€ today you buy a Notebook certainly not over-performing but including keyboard, touchpad and monitor(check for yourself by clicking on this link)

In the IT field, the scent of ethics has always been inhaled in Communities. In Developer Communities we often help each other for the sake of sharing our knowledge with others. If I don’t know something you explain it to me, tomorrow you may need me and I will reciprocate. Companies that approach developer communities are usually companies that go yes to look at making money, but they don’t do it brazenly because usually the Founders of these companies are people from the Communities… They are from ours. One would not expect to observe “Entrepreneurial Scaltro” behavior.

Before throwing gasoline on the fire, however, it is the case to wait and see if the Raspberry Foundation will keep its word and return to selling their products at the prices we were all used to.

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L'articolo Raspberry PI4 – Skyrocketing prices! proviene da RENOR & Partners S.r.l..

Il Marketing deve agire per pubblicizzare un prodotto finalizzandolo alla vendita pertanto anche il Marketing è in continua evoluzione.

Sebbene una buona strategia di Marketing debba essere realizzata seguendo quanti più canali possibili, nel tempo il ritorno di investimento su questi canali viene modificanto in funzione della risposta delle persone.

Ci si muove sempre più in un’ottica di Inbound Marketing

30 anni fa l’Inbound Marketing si manifestava spesso tramite passaparola, annunci sulle pagine gialle, cartellonistica e tutte quelle attività legate al marketing offline. Con l’avvento di internet queste pratiche si sono man mano spostate su un terreno più fertile e maggiormente frequentato dando vita al filone del Marketing Online.

Spesso si sente parlare di Marketing online, Marketing offline, Marketing Inbound, Marketing outbound… La cosa potrebbe generare confusione. Facciamo ordine.

L’insieme di azioni volte a presentare un prodotto ad una platea più o meno vasta di persone, di cui la vendita è il naturale corollario prende il nome di “Marketing”.

Il Marketing può a sua volta essere diviso in sottocategorie: Marketing offline e Marketing online è il primo bivio.

Appartengono al sottoinsieme di marketing offline tutte quelle attività che non fanno uso del web come strumento di pubblicizzazione del prodotto, ad esempio: volantinaggio, lettere pubblicitarie inviate per posta, cartellonistica, chiamate, presentazioni porta a porta ecc.

Fa parte della sfera del marketing online tutto ciò che viene attuato per mezzo del Web: pubblicità sui social network e sui motori di ricerca, ma anche campagne di Mail Marketing, di SMS Marketing, campagne WhatsApp ecc.

Il Marketing Offline può implementare strategie sia di Inbound Marketing che Outbound Marketing, mentre la sfera online produce principalmente strategie di Inbound Marketing.

Gli aggregatori

Nell’ambito del Marketing Digitale, si sfruttano i cosiddetti aggregatori di persone, ovvero tutti quei siti che hanno generato nel tempo un bacino di utenza molto vasto. Per i più interessati allego il report globale di datareportal.com che mostra l’uso di internet, dei social e dei motori di ricerca nel mondo.

Con miliardi di connessioni e ricerche ogni giorno è automatico che i detentori di queste piattaforme abbiano iniziato a strutturare delle strategie per gli Stakeholder.

I motori di ricerca hanno implementato la possibilità di effettuare delle sponsorizzazioni basate sulle parole chiave ricercate, mentre i social si sono mossi verso strategie di sponsorizzazione dei post con fini diversi: aumento della Fan base della pagina, produzione di contatti interessati al prodotto/servizio sponsorizzato ecc.

In nessuna di queste tipologie di campagne si parte chiamando qualcuno, si offre semplicemente l’informatica dei prodotti che si vendono attendendo che sia il cliente a chiamare oppure a rilasciare i suoi dati con il fine di essere ricontattato.

L’interesse

È chiaro che a differenza del marketing outbound che implica di contattare in modo randomico delle persone per presentare servizi di cui la maggior parte potrebbe non averne bisogno, nel marketing di tipo inbound e nello specifico nella Lead Generation su internet, si ottengono contatti di persone che hanno deliberatamente richiesto di essere contattate probabilmente perché hanno necessità del prodotto/servizio che stiamo offrendo.

Questo genere di investimento è un investimento che mediamente promette risultati migliori, anche alla luce del fatto che, specie sui Social Network è possibile definire in modo specifico, non solo la categoria di persone recettrici del messaggio pubblicitario ma anche i loro interessi.

Se sono proprietario di un ristorante posso indirizzare il mio messaggio a tutte quelle persone che hanno dimostrato interesse in ambito di Food & Beverage ad esempio.

Se ci si pensa questa è una grande svolta nel mondo del marketing. Pensate alla distribuzione dei volantini? Non sarebbe bello se potessimo distribuire volantini solo alle persone che sappiamo mostrino interesse verso l’attività che stiamo pubblicizzando?

Se hai bisogno di una Consulenza Marketing contattaci saremo felici di studiare insieme a te il sistema migliore per aumentare i tuoi guadagni.

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L'articolo The Evolution of Marketing proviene da RENOR & Partners S.r.l..

Un imprenditore che assume un dipendente lo sta pagando per il suo tempo. La produttività del dipendente è proporzionale al ritorno d’investimento: più produce, più guadagnerà l’azienda. Ma ci sono dei casi in cui il mancato raggiungimento degli obiettivi potrebbe non essere dipeso da lui…

Quali sono i fattori oggettivi?

Ti sei mai chiesto se la lentezza della fase produttiva possa essere attribuibile a fattori tecnologici? Hai fornito tutti gli strumenti adeguati al dipendente per permettergli di svolgere il suo lavoro con il massimo rendimento?

Se lo fai lavorare su un PC datato, probabilmente gran parte dei problemi sono proprio da ricercarsi lì. Se un PC impiega 10 minuti ad accendersi, hai pagato 2,50 euro lorde quel tempo al dipendente per non fare nulla (10 minuti al giorno su base annua ammontano a 840 euro lordi! Quanti strumenti di ultima generazione avresti potuto comprare?).

Sarebbe quindi il caso di analizzare le cose in maniera oggettiva, provando anche a svolgere i suoi compiti per comprendere il perché di questa lentezza prima di sparargli addosso frasi poco carine che potrebbero compromettere ulteriormente il suo rendimento anziché spronarlo a fare di più. Del resto ormai è risaputo che un dipendente produce di più se si trova a lavorare in condizioni ambientali favorevoli.

Spesso e volentieri, durante le fasi di consulenza ci siamo accorti che il mancato raggiungimento degli obiettivi giornalieri di uno o più dipendenti era dovuto proprio a problematiche annesse alla strumentazione in dotazione. Altre volte a modalità di elaborazione e trattamento dei dati obsolete.

Naturalmente l’imprenditore spesso non padroneggia l’uso della tecnologia. È per questo motivo che dovrebbe affidarsi a consulenze come quelle che forniamo in RENOR & Partners, dove si analizza il flusso alla scoperta delle criticità della filiera produttiva al fine di individuare soluzioni tecnologiche e operative in grado di decimare i tempi di processamento.

A volte basta poco

Postazione lavorativa all’avanguardia.

A volte basta veramente poco per incrementare la produttività. In figura è visibile una postazione lavorativa composta da 4 monitor + un monitor/tavoletta grafica.

C’è chi potrebbe dire che questa configurazione sia esagerata… Dipende naturalmente dalle esigenze.

Per uno sviluppatore Full Stack è la postazione desiderabile. Su un monitor il codice sorgente, nel secondo il browser che mostra le anteprime delle modifiche effettuate al front-end, nel terzo PhpMyAdmin per la gestione del database, nel quarto il client FTP per il caricamento dei file e sulla tavoletta grafica un’istanza di Photoshop o Illustrator ad esempio per rimuovere lo sfondo di un’immagine in modo veloce.

Se lo stesso sviluppatore dovesse lavorare utilizzando un computer portatile probabilmente impiegherebbe il triplo del tempo solo per doversi muovere di finestra in finestra.

L’investimento per una postazione simile è irrisorio se si pensa al ritorno in termini di produttività. Uno sviluppatore con una postazione del genere produrrebbe almeno due volte e mezza quello che riuscirebbe a produrre lo stesso dipendente con un solo schermo. Ne segue che il lavoro svolto in un mese nel primo caso verrebbe svolto in tre mesi dal secondo.

Se ci si pensa, si tratta solamente di acquistare qualche monitor al costo di 120 euro l’uno anziché dover pagare due stipendi a vuoto!

Altre volte bisogna ricercare nel flusso

Capita anche che il dipendente abbia postazioni di tutto rispetto ma non riesca a produrre quanto potrebbe a causa di sistemi di elaborazione obsoleti. Se si pensa che ancora oggi la maggior parte delle aziende lavora con fogli excel utilizzandoli come un database!

In questo caso è assolutamente necessaria la consulenza di informatici esperti. Oggi esistono delle soluzioni tecnologiche all’avanguardia che permettono di decimare i tempi di elaborazione del dato e di azzerare il margine di errore oltre a possedere una serie di caratteristiche che ne garantiscono la sicurezza e l’accesso al dato secondo standard GDPR. A questo fine è bene ricordare che il mancato rispetto della normativa 679/2016 (GDPR) può produrre ammende che possono arrivare fino al 5% del fatturato annuo lordo.

Se hai bisogno di una consulenza per migliorare l’efficienza della tua impresa contattaci, siamo qui per aiutarti!

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L'articolo Dissatisfied with your employees? proviene da RENOR & Partners S.r.l..