Bloxi marked the move from ideas to validate to clients who had to be served for real. In a company run by two partners, my role across General Management and Business Development covered almost everything between a commercial relationship and final delivery.
The business started in 2020 with Roberto Lorusso, after ShowMe. The date itself is not the interesting part. The meaningful difference was the model: no longer a platform searching for its market, but a lean structure starting from an existing need and building a team, a proposal and a project around it.
ShowMe had revealed the distance between an interesting idea and a functioning business. Bloxi also grew from that lesson, explored in ShowMe: what remains of a project that never became a company.
A broad role because the structure was small
Calling myself only a project manager would be reductive; inventing a more elaborate title would add nothing. I was a partner, General Manager and Business Development lead. Roberto and I ran the company directly and moved, depending on the project, from commercial development and negotiation to proposal analysis, team composition and delivery control.
That overlap came at a cost: sales, management and production were difficult to separate. It also offered a very practical education. The person who shaped the commercial promise could not disappear after signature; they had to ensure that timing, skills and outcomes remained consistent with what the client had been told.
Working with Marketing Multimedia
A significant step was the collaboration with Marketing Multimedia, which became TIG — The Innovation Group in 2023. It broadened the opportunities available to Bloxi and contributed to projects for Lenovo and TheFork.
I do not use those names as a shortcut to credibility. They matter because they required a small structure to work with more demanding standards, stakeholders and visibility: careful proposals, multiple parties to coordinate, public responsibilities and delivery that could not be improvised.
Both cases appear in the Lenovo and TheFork project pages, as well as in their dedicated stories.
Revenue matters, but it is not the story
Bloxi generated real revenue and worked with several clients. Revenue proves that somebody paid; it does not explain the quality of the work, the sustainability of the model or what the people involved learned.
The outcome I recognise today is a method: listen before designing, do not sell a structure larger than the one available, assemble the right group for the problem and stay with the relationship through delivery. It is less spectacular than a grand platform idea, but much closer to everyday work.
The same theme returns in The invisible work behind an idea taking shape and in the comparison between start-ups and companies.
What Bloxi left me
It taught me that being a generalist does not mean being undefined. It means knowing enough about sales, communication, technology, production and people to ask the right questions, recognise genuine expertise and connect the work without replacing specialists.
Above all, Bloxi made accountability tangible. When you are one of two partners, there is no department to pass the problem to. That exposure was demanding, but it built the most transferable part of my experience: connecting opportunities, people and delivery without losing sight of what had been promised.
