Dynamic processes: how we respond to a rapidly changing world

Sofia Vicari is COO and Head of the Quality Management System. With her, we explored the importance of building diverse teams that consider individual strengths and specificities, and discussed the need to implement dynamic, adaptable processes capable of responding promptly to both market developments and client requirements.

Hello Sofia, could you tell us how you came to hold the role of COO and Head of the Quality Management System at DVArea? What has your professional journey been, and which key skills you have developed over time have proven most valuable in your current role?

I have worked for over 20 years in the construction industry. I joined the company during my final years at university as a drafter supporting the technical department, and I was immediately fascinated by the environment. From there, I began a journey that allowed me to understand the dynamics of the “vital organs” that ensure a company’s survival and growth.

My technical degree provided a solid foundation on which to build my skills, but it was above all hands-on experience, curiosity, and the guidance of forward-thinking managers that enabled me to explore different areas – from sales to administration – acquiring cross-functional management skills and developing a natural aptitude for acting as a bridge between the technical and administrative spheres.

A key factor in my professional growth was my in-depth study of UNI standards for Quality Management Systems: in 1997, I obtained my first certification as a Quality Management System Manager, which gave me direct insight into organisational mechanisms and business processes. This experience led me to develop a strong focus on optimisation and continuous improvement.

I joined DVArea in 2023, when, following the company’s strong growth, the management recognised the need for a more structured approach to operational and managerial control.

Sofia Vicari explores the importance of diverse work teams and the need to adopt dynamic, adaptable processes.

What was your perception of the DVArea world when you first joined?

At first, it took me some time to understand the “DVArea universe”: an organisation in constant evolution, rich in stimuli, ideas, energy, and visions that must be channelled and transformed into concrete processes.

The environment is young, diverse, and dynamic; everyone is free to express themselves and find their own space. It is a place where innovation comes naturally and people come before roles.

What does it mean, in concrete terms, to be Production Director in our company? What are your main responsibilities?

As Production Director, I oversee operational activities and internal resource management, ensuring efficient production. To achieve this, it is essential that each person holds a role suited to their skills and aptitudes, and can work with calm, enthusiasm, and a sense of belonging.

Maintaining this balance is the most complex challenge, especially as the company grows and its structure becomes more complex.

The organisation is divided into three business areas: design, construction, and consulting. Within each area, the different aptitudes and skills of our people are valued and utilised. Each area is structured into teams with diverse levels of seniority and responsibility, fostering collaboration and professional growth.

Projects are assigned by carefully evaluating team structures, existing workloads, and the specific skills required for each project to ensure balance, quality, and timely delivery.

Organisational structure and process analysis are essential for effective management. Clear, well-structured processes are fundamental to ensuring operational consistency, work quality, and efficiency. In a company such as DVArea, which is constantly evolving, processes must be dynamic and able to adapt to internal changes, new technological opportunities, and client needs.

Their definition is developed through ongoing dialogue with management and those responsible for the main managerial and business processes. The goal is to build a solid yet flexible organisational system.

As Head of the Quality Management System, you have been responsible for obtaining key certifications for the company, including those for quality and gender equality. What did this journey mean to you, and why was it important?

 Obtaining gender equality certification was a natural process for DVArea, which has always promoted a culture of equity, diversity, and inclusion. It was sufficient to analyse the current situation, make management’s commitments explicit, and structure them within a system compliant with UNI/PdR 125:2022. The certification provided an opportunity to formalise a clear strategy for recognising merit and promoting female talent, even in traditionally male-dominated fields.

The gender equality certification is not just a document. What concrete changes has it brought to the company? What does it mean to you personally as a woman in a leadership role?

The implementation of the gender equality system involved the entire organisation, fostering enthusiasm and a renewed sense of participation. Increased female representation in governance has promoted a more inclusive culture and a more comprehensive, multidisciplinary project vision.

The certification process enabled us to maintain continuity in the training activities already embedded in our corporate culture, structuring a programme of thematic workshops and awareness sessions on gender stereotypes, unconscious bias, and inclusive communication. These initiatives further strengthened the company culture, creating a fairer and more attractive work environment, with positive effects on organisational climate, employee retention, and corporate reputation.

For me, as a female engineer in a leadership role, it has provided additional motivation to promote an environment where talent is not limited by gender, and where everyone can express themselves without barriers.

If you had to summarise the impact of your Department, what added value does the Production function bring to the company as a whole, and how do you measure this value in practice? What feedback do you receive from clients that confirms this impact?

The Production Department serves as the balance point between internal needs and external expectations. Its added value lies in its ability to transform the organisation into a coordinated system, where every project is managed with method, responsibility, and a shared vision.

We measure this value using various qualitative and quantitative indicators: adherence to timelines, technical quality of outputs, economic performance of projects, and team satisfaction levels.

Client feedback is also crucial; they often acknowledge our reliability, organisational skills, and consistency in meeting commitments. The most meaningful feedback comes when clients choose to return or entrust us with increasingly complex assignments – this is the best confirmation that the system works.

What is your vision for the coming years regarding process evolution, adoption of new technologies, or structuring the production team?

My vision for the coming years is for DVArea to focus increasingly on the intelligent standardisation of processes, the integration of digital technologies, and the development of internal skills.

I believe in a production structure that can anticipate market needs, implement tools to improve efficiency and quality, and nurture talent through clear and measurable growth paths.

The goal is to make our organisation more robust, resilient, and able to operate in complex contexts, while keeping people and work quality at the centre.