Internationalization, M&A, Tech and Governance

Bacciardi Partners evolves into a strategic business partner for Italian SMEs

From Milano Finanza, July 8, 2025 – Interview with our Managing Partner Lorenzo Bacciardi, on the strategic repositioning of Bacciardi Partners.

“In the year of our 50th anniversary, Bacciardi Partners undergoes a profound transformation – not only in appearance,” says Lorenzo Bacciardi, who leads this change and explains how the firm has evolved to meet the needs of businesses looking to grow, innovate, and structure themselves to compete.

Q: Let’s start with your rebranding: why did you feel the need to redefine your identity precisely in your 50th year of activity?

Lorenzo Bacciardi: Ours has been a continuous evolution. Founded in 1974 as a traditional law firm, we transformed in the 1980s into a business law firm focused on cross-border operations. Then, with globalization and the acceleration of markets, it became clear that growth required faster and more complex solutions. Greenfield operations were no longer sustainable in terms of timing. We therefore expanded into extraordinary and financial transactions, becoming M&A specialists. More recently, corporate compliance has become central: companies need to be solid and compliant with complex regulations in order to compete. And finally, the technological revolution arrived. Our new brand reflects this evolution. The four colored arrows represent our main areas: legal & tax, corporate finance, organization & people, and tech & innovation.

Q: How does this multidisciplinary approach take shape in practice?

LB: The various skill sets we’ve mentioned are integrated and interconnected: this approach allows us to act as a strategic partner for Italian companies that want to grow not only through extraordinary operations or access to foreign markets, but also by improving their governance, compliance, and digital transformation. Today, companies no longer compete only on product, but on their organizational capabilities, regulatory compliance, sustainability, and technological proficiency. Our strength lies in combining vertical and horizontal expertise to guide SMEs through a full journey of growth and competitive positioning, even in view of attracting foreign investors.

Q: What are the key levers for modern business growth?

LB: The first lever, without a doubt, is a mindset shift. Many Italian companies and entrepreneurs still have enormous untapped growth potential, hindered by a traditional, outdated vision. Too often, they believe that the company, just as it is, can overcome any crisis. But that’s no longer the case. The second lever is extraordinary finance, still underused due to a lack of entrepreneurial culture. Many entrepreneurs, rather than opening up to partners or investors, “prefer to remain alone at the helm of a sinking ship.” Third: internationalization. A presence in foreign markets remains a fundamental growth factor.
Fourth, technology – along with increasing compliance demands: regulatory conformity, sustainability, and digitalization are becoming decisive dimensions for businesses. Finally, I would add a fifth essential lever: human capital development. We’re in a phase where people are worried about the future. Mature generations need support with upskilling and reskilling programs, while younger generations must be engaged, empowered, and motivated.

Q: Your firm was founded in the heart of the Pesaro district. Is the district model – so typical of Italian industry – still valuable?

LB: The “industrial district” model has evolved into an “industrial hub” system, where leading companies – which have grown significantly – have created an upstream and downstream supply chain composed of many smaller businesses. In our region, industrial excellence has emerged in groups like Biesse, Teamsystem, Scavolini, Renco, Fab, and the Vag Group (Rivacold). It’s a complex production model based on hundreds of Italy-made components, which is hard to replicate elsewhere without a clear strategy. Made in Italy should not be seen as a limit – more and more, we must replicate our successful business models abroad, or at least parts of them. At the same time, to preserve operations in Italy, leading companies must avoid squeezing supplier margins: once that chain breaks, rebuilding it is almost impossible.

Q: What do you envision for the firm’s future in 5 to 10 years? And what roles will become increasingly central in your team?

LB: In the next five years, we’ll complete the transformation of Bacciardi Partners into a firm capable of offering cutting-edge specialist services to support businesses in their growth paths both in Italy and internationally. Within ten years, we expect to have a broader territorial presence – today we’re in Pesaro, Cesena, Bologna, and Milan. We plan to expand into Florence, Verona, and Turin. But above all, I foresee increasingly cross-border consulting: Europe is no longer “abroad.” The entire world is our natural market. We will grow in size, well beyond the current 40 professionals.
We will also broaden our service areas, adding corporate restructuring, turnaround projects, wealth advisory, and services for high-net-worth individuals choosing Italy as their place to live and invest. The luxury real estate market, for example, will become increasingly relevant. Our country has two major strategic assets: culture and well-being. Italy is destined to become ever more specialized in ecosystems of beauty and quality of life. And the businesses that can integrate these dimensions will be the most resilient over time.”

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