Executive Search from Italy to the USA
Table of Contents
Table of Contents
The Modern Italian-American Growth Journey
For Italy’s business ecosystem—stretching from Milan’s fashion and design houses, Turin’s automotive innovators, Bologna’s manufacturing engineering clusters, Trieste’s logistics firms, to Rome’s thriving aerospace and life sciences research centers—the United States represents not simply a vast commercial landscape but also a defining stage for ambition, resilience, and transformation.
Historically, Italy’s largest industrial champions—Fiat (now Stellantis), Leonardo (aerospace and defense), or Eni (energy)—took the first steps across the Atlantic. Today, however, the narrative has broadened considerably. Mid-sized Italian enterprises, digital startups, food and beverage artisans, renewable energy ventures, and luxury consumer brands are all pursuing U.S. expansion. For many, the U.S. is viewed as both a benchmark and an accelerator—the place where ideas must prove their scalability, where design must adapt to demanding global competition, and where leaders must learn to balance Italian excellence with American pace.
Forging New Pathways of Transatlantic Enterprise and Leadership
At the center of these journeys lies leadership. Linking Milan to Miami, Turin to Detroit, or Florence to Los Angeles requires more than exporting quality. It requires people who can bridge cultures, build long-term trust, and inspire bicultural teams to thrive together. Consultancies and advisors, alongside executive networks and diaspora connections, are increasingly essential—not just to help Italian firms establish roots in America but to ensure new entrants develop leaders who can endure and grow across generations.
Italian Success Stories in the U.S.: Building Bridges Across Industries
The Italy-to-U.S. business corridor today is marked by a mosaic of successes—ranging from global household names in fashion and automobiles to new, agile players emerging in aerospace, green energy, agri-food, technology, and digital commerce. Each represents not just a commercial expansion but a cultural translation, illuminating how Italian strengths find resonance in the United States.
Ferrari and Maserati: Iconic Presence in America
Few Italian brands have left as indelible a mark on the American imagination as Ferrari and Maserati. Both companies have gone far beyond selling luxury cars. They have built networks of U.S.-based executives, local dealerships with deep customer relationships, and strong ties to leisure, lifestyle, and motorsport communities. Their American expansions show how enduring brand heritage, when supported by localized leadership and high-touch marketing, sustains global desirability while adapting to local taste.
Luxottica: Visionary Leadership in Eyewear
Milan-based Luxottica, the world’s largest eyewear firm, showcases Italy’s ability to lead U.S. consumer markets at scale. Luxottica did not simply enter the U.S.—it transformed the sector through acquisitions including Ray-Ban, Oakley, and a dominant retail presence via LensCrafters and Pearle Vision. At every stage, Luxottica embedded bicultural leadership, ensuring Italian design sensibilities merged with U.S. retail practices. Its story illustrates the transformative potential of a bold acquisition strategy anchored by strong executive integration.
Eataly: Reinventing Italian Food Culture in America
Eataly, a modern marketplace combining grocery, restaurants, and education, represents one of Italy’s great soft power exports. Its American expansion—visible in New York, Chicago, Los Angeles, and beyond—did not rely solely on cuisine but on creating immersive experiential retail. The leadership approach was distinctly local: Italian culinary heritage provided authenticity, while American executives helped tailor customer experience and scale retail operations. The formula proved that Italian tradition, when delivered through innovative models, could attract long-term U.S. consumer loyalty.
Leonardo: Aerospace and Defense Collaboration
Leonardo, Italy’s aerospace and defense giant, expanded its American presence through subsidiaries like Leonardo DRS. Operating in Washington, D.C., and across U.S. defense hubs, the company emphasizes integration with U.S. government clients. Italian engineers’ precision meets U.S. compliance and contracting expertise, empowered by American executives familiar with Pentagon procurement. This cross-border capability demonstrates how Italian science and engineering find credibility and impact in highly competitive American industries.
Enel Green Power: Clean Energy Leadership
Enel, Italy’s global energy leader, has become one of the largest renewable energy operators in the United States. Through Enel Green Power North America, headquartered in Boston, the firm invests heavily in wind and solar farms across the country. It relies on a leadership model that balances Italian renewable energy research with American regulatory adaptation and project development expertise. Enel’s expansion has turned it into a trusted player in the U.S. energy transition.
Bending Spoons: Italian Digital Scale-Up in the U.S.
Among Italy’s younger generation of firms, Milan-based Bending Spoons—a fast-growing app development firm—has leveraged the U.S. as both a market and recruitment hub. The company recognizes that tech talent and user acquisition in the U.S. demand different strategies than in Europe. By establishing bicultural executive teams and prioritizing rapid U.S. user feedback loops, Bending Spoons exemplifies how Italian digital innovation can compete at Silicon Valley speed while retaining creative identity.
Navigating Challenges: Culture, Regulation, and Talent
Navigating the U.S. Legal-Commercial Environment
Italian leaders accustomed to EU-wide harmonization often struggle when navigating the U.S. patchwork system of labor laws, tax codes, and compliance rules—each varying state by state. Contracts valid in Boston may not be applicable in Texas; labor norms in New York differ from those in California. Italian companies succeed when they accept this reality early, retain local legal counsel, and develop state-specific policies. This reliance on dual expertise—Italian and American—prevents disputes and builds credibility with U.S. regulators and clients alike.
Building Bicultural Leadership Teams
The most successful Italian firms in America rely on hybrid executive models. Leadership that can switch between Italian consensus-building and American directness are critical to sustaining trust and operational efficiency. Many such leaders come from Italy’s rich diaspora community, particularly in New York, New Jersey, and Chicago. Others emerge through alumni of Italian universities who pursued study or professional careers in the U.S. Recruitment excellence lies in identifying these bicultural leaders and positioning them as cultural and commercial translators at the heart of expansion.
Case Study: An Italian Design Tech Startup in the U.S.
A Milan-based startup specializing in sustainable design software for architects entered the American market full of optimism, believing that its international awards and recognition in Europe would translate into immediate traction with U.S. clients. The company’s product, deeply rooted in Italian design sensibilities and sustainability principles, had already been acclaimed across European architecture circles. However, upon launching in the U.S., the team encountered three unexpected yet formidable obstacles. First, the fragmented, state-by-state frameworks of green building regulation proved difficult to navigate, especially when compared to more harmonized European systems. Second, American architecture firms often displayed entrenched loyalties to long-established software incumbents that were deeply embedded in their workflows. And third, the technical sophistication of the startup’s algorithms, which resonated with European partners, was difficult to translate into clear, ROI-driven value propositions for U.S. investors and developers who were more focused on measurable efficiency and financial payback. These challenges made it clear that success would not hinge purely on product excellence but on a broader cultural and commercial reinvention.
Pact & Partners was instrumental in reshaping the company’s leadership strategy, guiding the board toward the recruitment of a bicultural executive capable of bridging the two worlds. The chosen leader—an industry professional with roots in both Italy and the American design sector—brought not only technical understanding but also cultural fluency and credibility in local networks. This new hire became the keystone in the startup’s U.S. repositioning, offering a perspective that combined the storytelling of Italian design with the pragmatic language of American business.
With this leadership foundation in place, the company pursued a deliberate reintegration into the U.S. ecosystem. The new executive launched listening sessions with developers and architects across multiple regions, ensuring that the team adapted its messaging and product positioning to address not only artistic and sustainable quality but also financial outcomes like time savings, compliance assurance, and cost efficiency. Participation in regional trade shows, often overlooked in the initial strategy, helped the firm build grassroots visibility and credibility with practitioners who valued face-to-face engagement. In investor presentations, the narrative shifted: rather than highlighting only design sophistication and environmental impact, the firm emphasized the tangible efficiency gains architects and developers would realize by adopting its platform. This dual framing—art and efficiency—proved far more persuasive in the U.S. context.
A Strategic Pathway: Lessons for Italian Firms
Open Communication
Cultural differences often come to the surface in the way decisions are made and information is shared. Italian communication styles tend to be more deliberative, with decisions often reached through long discussions, consensus-seeking, and reflection. Americans, on the other hand, generally favor direct communication and a quick decision cycle, particularly when opportunities are time-sensitive. When these contrasting approaches meet, impatience and frustration can quickly arise. To avoid this misalignment, Italian firms must place special emphasis on constructing explicit communication protocols that guide cross-cultural collaboration. These may include the institution of regular update calls anchored by structured agendas, escalation procedures that clarify when American managers can move forward independently, and shared digital platforms that provide transparent insight into progress across countries. By removing ambiguity around how information flows and decisions are made, firms prevent the misunderstandings that too often delay projects. More importantly, communication protocols instill a sense of predictability and rhythm, creating trust between Italian headquarters and U.S. operations. In this way, transparency becomes a bridge that connects the reflective Italian style with the proactive American one.
Bicultural Immersion
No protocol, however, can replace the transformative effect of immersion. Italian executives managing U.S. operations and American managers plugged into Italian headquarters must both commit to experiencing the other culture firsthand to develop authentic understanding. Immersion allows leaders to see not only how things are done but also why. For Italian leaders abroad, spending time in the States reveals the centrality of speed, the cultural belief in entrepreneurial risk, and the expectation that performance can and should be measured quickly. Such immersion helps Italians appreciate that fast decision-making is not recklessness, but rather a cultural way of moving toward opportunity. For American managers in Italy, an immersive experience communicates the value of history, artistry, and the deliberate pace of building brands that are crafted to last generations. They learn that slow decision-making can reflect a commitment to excellence and continuity rather than inefficiency. Exchanges, mentorship programs, and residencies are vital to institutionalizing this bicultural competence. Over time, these leaders act as interpreters across cultures, reducing friction, anticipating misalignments, and fostering collaboration rooted in respect.
Networks Matter
Success for Italian firms in the United States does not only hinge on strategies and operations but also on relational capital. Italy has the advantage of a strong diaspora community in the U.S., along with robust bilateral organizations that help connect businesses across the Atlantic. Leverage of these networks is not just beneficial—it is often decisive. Italian business leaders who engage with diaspora groups, Italian-American chambers of commerce, or professional associations find themselves in ecosystems rich with advisors, investors, and potential collaborators who understand both cultural contexts. In a country where trust and introductions often define the pace of market entry, these networks provide Italian firms with nuanced pathways to credibility and opportunity. Beyond diaspora connections, U.S.-based venture funds and alumni associations also play a key role in linking Italian firms with capital and local talent pools. By consciously mapping and cultivating these networks early in their internationalization journey, Italian enterprises accelerate their ability to recruit, to raise funds, and to build trust. In this sense, networks function as cultural intermediaries, ensuring that Italian expansion does not occur in isolation but is embedded in communities that understand and amplify their strengths.
Governance Balance
Even with aligned scorecards, strong communication, immersion, and networks, Italian companies still face one of the most complex challenges: governance balance. If control is overly centralized in Italy, U.S. operations can become paralyzed, unable to respond quickly to local opportunities or competitive threats. On the other hand, excessive autonomy risks diluting the brand identity and values that are the foundation of Italian excellence. The most effective solution lies in adopting a hybrid governance model that establishes clear boundaries between areas where headquarters retains strategic oversight and areas where local teams enjoy operational flexibility. The non-negotiable elements include product design standards, commitment to heritage, and long-term brand direction—all areas central to identity. Local U.S. teams, however, must be empowered to take control of pressing, context-sensitive decisions such as talent recruitment, marketing execution, partnerships, and pricing adjustments suited to the American consumer landscape. Joint boards or advisory committees that combine Italian and U.S. leadership can further align priorities and ensure balance. By adopting this governance model, Italian firms can avoid bureaucratic paralysis while ensuring that the integrity of their heritage remains intact, achieving both agility and coherence.
Designing Italy’s American Future
For Italian businesses, the United States is not merely an export destination. It is a strategic crucible, where excellence in design, engineering, and tradition must harmonize with speed, scale, and pragmatism. Italy’s journey across the Atlantic is already visible in its luxury brands, its industrial champions, its artisans, and its emerging startups.
True success arises when Italian firms recognize expansion not as replication but as reinvention—co-creating value with American partners and leadership. Every Italian company that thrives in the U.S. builds more than a commercial branch; it weaves another link in a long cultural and economic partnership between the two nations.
With resilience, bicultural leadership, and innovative strategy, Italy’s next chapter in America promises not only growth but influence, built on shared values and complementary strengths.
FAQ
Italian companies entering the American market understand that hiring the right leadership team is one of the most critical factors for success, but they also face the challenge of identifying leaders who can operate seamlessly across two very different cultural and business environments. The most successful firms prioritize bicultural fluency, seeking individuals who not only know the U.S. regulatory, financial, and consumer landscape but who also appreciate the deeper cultural and historical foundations that make Italian companies unique. Leaders who can bridge these two worlds—by valuing tradition while embracing the urgency of American execution—become organizational anchors. Recruitment efforts are often directed toward Italian-American communities, where cultural familiarity already exists, as well as alumni of joint Italian-U.S. educational or business programs, who are trained in navigating both contexts. Retention strategies hinge on offering these leaders meaningful roles where they can act as interpreters of culture, not just operators of business. In return, they feel valued not only for their technical skills but for the cultural sensitivity they bring, creating a strong basis for long-term loyalty.
The risks that Italian companies face in the U.S. market often stem from the assumption that strategies which worked in Europe can simply be transplanted without adaptation. The U.S. business climate is shaped by different consumer expectations, labor laws, financing methods, and brand-building strategies, meaning that attempting to copy-paste European models frequently leads to underperformance. One major pitfall lies in underestimating American branding and storytelling culture—while Italians rely on heritage and craftsmanship to signal value, American audiences demand strong, sustained storytelling around brand identity that resonates with fast-paced consumer behavior. Legal complexity also represents a serious risk; many firms fail to appreciate how decentralized and state-specific employment regulations, taxes, and compliance obligations are. Additionally, some Italian companies underestimate the capital intensity required to make a meaningful impact in the U.S., leading them to enter too conservatively, which erodes credibility in a market where scale attracts both customers and partners. Left unaddressed, these risks undermine even the strongest firms.
While design, fashion, and luxury remain obvious gateways for Italian businesses, the country’s innovative capacity extends far beyond its traditional industries. The coming years show exciting promise in green energy technologies, where Italian research institutions are already producing valuable innovations that align with U.S. policy shifts toward sustainability. Similarly, aerospace and medtech represent growth areas where Italy’s technical depth and engineering competence can meet American demand for advanced solutions. Specialty foods and beverage innovations continue to thrive, particularly in a market increasingly driven by authenticity and premium quality. Digital applications are also a surprising area of potential, as Italian entrepreneurs are increasingly integrating design sensibilities with technology, offering uniquely positioned products that appeal to U.S. consumers seeking function with artistry. In short, Italy’s distinct mixture of heritage craftsmanship and scientific excellence allows it to compete across a wide and diversified set of sectors in the U.S., offering both cultural resonance and technological sophistication.
Compliance and human resources risks are among the most complex areas for Italian firms operating in the U.S., primarily because the American regulatory environment is not only detailed but also fragmented across states. To manage these risks effectively, Italian companies must invest in localized HR advisors and dedicated legal counsel who have on-the-ground expertise. Employment contracts, for example, must be meticulously drafted with attention to state-by-state variations in labor standards, benefits, and termination rules. Beyond contracts, companies should also institutionalize annual policy reviews to remain aligned with evolving legal and tax changes, as U.S. regulations can shift quickly. On the HR front, Italian firms must also adapt to American expectations regarding workplace benefits, diversity and inclusion programs, and compliance training, all of which differ in emphasis from European models. By treating compliance and HR not as administrative burdens but as strategic necessities, Italian firms safeguard their reputations, limit risk exposure, and create competitive employment conditions that help them retain local talent.