You have been in Albania for only a few months. What are your first impressions of the country, particularly from an economic perspective?

My first encounter with Albania dates back many years, almost by chance. It was the early 1990s, and during a sailing trip with my uncle, a technical issue forced us to stop along the Albanian coast. I still have a very vivid image from that time: what looked like a “forest of satellite dishes” pointing towards Italy, used to capture Italian television signals. It was the symbol of a country looking towards Europe and eager to open to the world. 
I returned to Tirana only a few months ago, this time by plane and with a completely different perspective. I found a city in full momentum. The first thing that strikes you is the cranes: so many cranes. The numerous construction cranes shaping the skyline of the capital tell a story of growth and transformation that many European countries are no longer accustomed to seeing. 
But what impressed me most is the entrepreneurial energy. I have met many business owners who are serious, skilled, and driven by remarkable enthusiasm. At the same time, like many countries across Europe, Albania faces the challenge of attracting, developing, and retaining talent.
Another aspect that deeply struck me was walking through Skanderbeg Square and reflecting on the remarkable coexistence of different religious communities in the heart of the capital. At a time when the world often appears divided, Albania offers a concrete example of dialogue, mutual respect, and coexistence that deserves recognition.

The Albanian government aims for EU membership by 2030. How can the banking sector act as a catalyst for aligning Albanian regulatory standards with those of the European Union?

Before discussing Albania’s accession to the European Union, it is important to reflect on what Europe represents. Europe is, above all, a shared space of opportunities: the ability to study, work, invest, and build one’s future within a framework of common values and standards. 
From this perspective, Albania is already closely connected to Europe through its economic relationships, cultural ties, entrepreneurial initiatives, and the aspirations of its people. Formal accession would represent an important milestone in a journey that is already well underway.
The banking system plays a fundamental role in this process, as it is one of the key drivers of economic and regulatory integration. We have already seen this with the introduction of SEPA mechanisms, which have delivered tangible benefits for citizens and businesses, by simplifying payments and reducing the cost of cross-border transactions. The European integration process offers important opportunities for growth, competitiveness, and investment, while strengthening the connections between Albania and its European partners. We believe the banking sector can play a significant role in supporting this journey through innovation, regulatory alignment, financial inclusion, and the adoption of international best practices.

The opening of accession negotiations increases investor confidence. Which key sectors of the Albanian economy do you see as most promising ahead of EU integration?

Albania has numerous strengths, and I believe the coming years could bring significant growth across several sectors. 
Tourism continues to hold enormous development potential, supported by the country’s natural beauty, cultural heritage, and growing international visibility. I also see strong opportunities in the energy sector, particularly in renewables. Albania has a solid tradition in clean energy production and could further strengthen its position as a regional benchmark in the energy transition. 
Another particularly promising area is technology and innovation. Digital transformation is rapidly reshaping business models across industries, and Albania has a young, dynamic population with increasingly competitive skills. 
As a bank, we also closely observe the strong economic link between Albania and Italy. A significant figure concerns the Albanian community living in Italy. Through the Intesa Sanpaolo Group, we serve around 100,000 Albanian clients (as of the end of 2025) residing in Italy who maintain economic, family, and financial ties with their home country. We are increasingly working to develop integrated services between the two countries and to support this community in its investment, entrepreneurial, and personal financial projects.

The bank has recently been awarded Best ESG Bank Albania 2026. What concrete sustainable finance projects are you implementing for Albanian businesses?

When discussing ESG, the focus is often placed exclusively on the environmental component, but the concept is much broader and includes social and governance aspects. 
On the environmental side, we are strongly supporting investments in renewable energy. The results achieved in solar and wind projects are particularly encouraging and confirm the country’s strong potential. We have also developed dedicated financing conditions for certified buildings and investments that meet high sustainability standards. 
At the same time, we invest heavily in the social dimension of ESG. We promote internal training programs on inclusion, respect for diversity, gender equality, and responsible behavior within the organization. Strong governance practices and transparency are equally important elements of our approach.
Albania already has a natural green vocation, and our goal is to support businesses and families in a sustainable growth path that creates long-term value. The recognition as Best ESG Bank Albania by the Global Banking & Finance Awards and the confirmation as Top Employer in Albania by the Top Employers Institute are not only a source of pride, but also a confirmation that we are moving in the right direction.

Intesa Sanpaolo Bank Albania has been confirmed as Top Employer 2026. How are you addressing talent retention and attracting local talent, a key issue for the country’s future?

The ability to attract and retain talent is one of the most important challenges not only for the banking sector but for the entire Albanian economy. 
Many young Albanians seek to gain valuable international experience abroad. The challenge is to continue creating opportunities that encourage them to see Albania as an attractive place to build their long-term careers and contribute to the country’s development.
As a Group, we are strongly investing in people, continuous training, and professional development. The “Top Employer” recognition reflects our commitment to building an inclusive, merit-based, and growth-oriented working environment. 
The transformation of the banking sector also requires new skills. Our Group vision is to combine the strengths of a leading banking institution with agility, innovation, and digital capabilities typically associated with technology-driven organizations. This means rethinking processes, operating models, and competencies, while valuing the contribution of younger generations who often bring different languages, mindsets, and approaches compared to the past.
It is precisely the combination of experience and new skills that generates the best ideas. We are progressively introducing new technologies and artificial intelligence tools to simplify processes, improve efficiency, and offer faster and more personalized services to clients. On this journey, intergenerational dialogue is a key driver of innovation. I believe Albania’s future will also depend on its ability to enhance its human capital, offering young people stimulating professional opportunities and the chance to contribute directly to the country’s development.

You bring more than 25 years of international experience within the Group. What is the most important lesson you have learned across the different markets you have worked in?

There is an example I often use. In Italy, spaghetti is a traditional dish. In many other countries, it is considered an exotic dish. This simple observation reminds us how important it is not to look at reality only from our own perspective. 
The most important lesson I have learned from working across different markets is the importance of listening. One must remain curious, open-minded, and willing to constantly challenge oneself. Those who believe they already know everything risk being left behind. 
We live in an economic environment that is changing at an unprecedented speed. Take credit analysis, for example: today it is no longer sufficient to look at a company’s historical financial data. Businesses can change radically in a very short time, as can the markets in which they operate. This requires new tools, interpretative skills, and a strong ability to adapt. 
I chose to move to Albania with my family precisely because I believe that to truly understand a country, one must live it, listen to it, and share its daily life. It is this closeness that makes it possible to contribute meaningfully to its growth and to support the ambitions of its people and businesses.

L'articolo Giuseppe Giampietro: Albania has all the ingredients to succeed in Europe. The challenge now is retaining talent and building the future proviene da Albania Economia.

Junior Achievement Albania was founded in 2012, but the first attempts date back to the 1990s. Looking at this journey today, do you believe the model was ahead of its time?

Indeed, there were several attempts to introduce the experiential learning model of Junior Achievement on financial, entrepreneurial education and job readiness in Albania. Already in 1996, then in 2001 and 2008, but they did not meet nor create the conditions to become sustainable. In 2012, understanding that the need for such an approach to education was still persistent, the approach changed. The Albanian American Development Foundation carried out an in-depth analysis of the context, a due diligence based on a strong belief: that Albania had entered a more mature phase, with a more open environment for education models focused on skills and competencies needed in the world of work. We are also talking about a country with a very young population compared to the European average, which represents a significant human potential to be impacted. The strategic vision of the Albanian American Development Foundation, together with the cooperation of the Ministry of Education, made it possible to build a solid foundation, starting from piloting around 50 schools in 2013 to having full-scale integration of the Junior Achievement model in all schools of the pre-university education system in Albania as core and elective modules. From there, a structured growth process began, not a random one.

Today your model is considered a reference case. What is the principle that makes it so effective?

The key point is the shift from knowledge-based education to competence-based education. In this sense, a decisive step came with the pre-university curriculum reform in Albania, consolidated through amendments in 2018. This was the result of a process that began in 2014 with the aim of modernising the entire national education system and aligning it with European standards. This transformation made it possible to integrate educational programmes into schools in a systemic way, making the Junior Achievement approach permanently applicable within the entire pre-university education system, from elementary to high school, both public and private. This makes Albania a unique model and the only country amongst 126 Member Nations of Junior Achievement Worldwide to obtain such a result. But the real difference is the JA method. Students learn by doing. They start from the basics — understanding who they are, what their goals are, how to manage resources — and build a progressive path that leads them to more advanced entrepreneurial and financial skills and competencies.

At 16, students start creating real companies. How does this transition work and what principles does it rely on?

The most important moment of the journey is exactly this transition. From the age of 16, students enter the Student Company programme, an elective module implemented in high schools, and start building a real business. This is not a theoretical simulation, but a real organisation. Students divide roles as in a company: there is a CEO, a board of directors, marketing, sales and HR teams. They start from an idea, define a product or service, raise initial capital through share issuance, and develop the project until it reaches the market. The programme lasts several months and is fully practical. They have to make decisions, solve problems, work in teams and take real responsibility. But even before the operational structure, there is a fundamental element: the values behind the entire model.

Which ones?

In a context such as Albania, shaped by typical dynamics of emerging economies, fast-paced approaches, “fast earning” logics, and phenomena of corruption that can emerge in transitional phases within systems that are not yet fully structured, Junior Achievement introduces a completely different framework rooted in ethical business and cultivated values of the global markets. The focus is on entrepreneurship education, financial education, and ethical business, with the aim of building awareness in young people’s economic choices and professional behaviour. This is where the concept of “learning by doing” becomes the central method of the Junior Achievement model: an experiential learning approach that integrates entrepreneurship education, financial education, and career orientation. It is not about learning theory in a traditional way, but about living concrete experiences, making real decisions, working on projects, and developing skills through direct action.

Can you tell us about another concrete activity students take part in during the programme?

One of the most significant experiences is the Job Shadowing programme. It is a very powerful experience because it brings students directly into the real working world. The program meets the needs of a diverse group of high school students by providing engaging, academically enriching, and experiential learning sessions in work-readiness education and career perspectives. Following participation in the program, students are enabled to identify and demonstrate the work-readiness skills needed to research, get, and keep a job and develop innovative personal strategies to achieve lifelong learning pursuits and career opportunities. They are paired with managers, entrepreneurs and institutional leaders, spending a full working day alongside them. It is effectively a job shadowing experience: they enter professional environments, take part in daily activities, attend meetings and observe first-hand how decisions are made and responsibilities are managed. It is not a theoretical activity, but a direct immersion in the world of work and leadership. Over time, the programme has involved thousands of students across Albania, creating a concrete bridge between school and the world of work. For many, it is the first real contact with a professional environment, and a decisive moment in understanding which direction to take in their future career.

What scale has the JA Albania model reached today?

The growth has been very significant. We started from around 50 schools and today we are present in over 1,100 schools across the country, reaching approximately 350,000 students every year. A key element is teacher professional development and accredited training: more than 9,000 teachers teaching JA modules have been certified and update their skills every two years. From 2012 to 2026, the Albanian American Development Foundation invested around 9 million euros in the development of the JA programs in all their dimensions. This has allowed us to build a stable, scalable and coherent system over time.

After the educational journey, are there entrepreneurial experiences that continue over time?

During the pandemic we asked ourselves a very simple question: what happens to the companies created by students after the programme ends? From that moment, we decided to start following them over time. Today there are 16 companies active on the market, born directly from Junior Achievement startup support programme, JuniorUp. We continuously monitor their evolution, observing their ability to generate value, sustain themselves and grow over time. To support this transition, we also introduced acceleration programmes, such as bootcamps dedicated to the most promising projects, with seed funding of up to 10,000 euros for the top 3 companies. Over time, a real ecosystem has been built, with startups operating in different sectors — from fintech to services, and innovation-driven industries — and an increasingly strong network of entrepreneurs and professionals. But the most important result remains cultural.

Why do you consider this so important?

This type of pathway allows young people to develop awareness and autonomy, giving them concrete tools to navigate the world of work or create new opportunities. At the same time, it stimulates talents and individual abilities: it helps them understand what they are truly interested in, what motivates them, and what their natural inclinations are. Students begin much earlier to understand themselves, because during the journey they experiment, challenge themselves and face real decisions. Compared to previous generations, they build their path with greater clarity and direction already during their studies. This profoundly changes their relationship with the future.

In your work, a broader theme also emerges: education as a shared responsibility. How is this balance built?

Families play a fundamental role in supporting and guiding young people. Companies, on the other hand, cannot remain observers: they must bring skills, experience and direct exposure to reality into the education system. In Europe, this approach is already more structured, also thanks to higher levels of CSR investment. In contexts like Albania, this space is still evolving, but precisely for this reason it represents an opportunity: to increasingly align corporate contribution with a shared educational model capable of generating real impact and sustainable development. When these three elements work together — institutions, families and businesses — the system becomes much more effective and coherent. And in a historical moment marked by instability and conflict, education takes on an even deeper meaning: it is not only economic development, but the construction of awareness and, ultimately, social stability.

L'articolo Blerina Guga: Inside the Model Preparing 350,000 Albanian Students for the World of Business proviene da Albania Economia.

Fincantieri and KAYO have signed an agreement to establish a joint venture in the naval shipbuilding sector in Albania, focused on the construction and maintenance of vessels for the Albanian Navy and international markets.

The new company will be owned 51% by Fincantieri and 49% by KAYO and will operate at the Pashaliman shipyard, with the aim of developing industrial capabilities in the segment of small and medium-sized naval vessels, particularly Offshore Patrol Vessels (OPVs).

In the domestic market, the joint venture will act as prime contractor for Albanian naval programs. For export activities, Fincantieri will retain its role as prime contractor for vessels under 80 meters in length, targeting international demand in the coastal surveillance segment.

The industrial plan foresees a target of approximately 10 vessels over the 2026–2030 period, in line with expected demand growth in the offshore patrol and coastal security segment.

The agreement is part of the broader industrial cooperation path between Italy and Albania and also aims to modernize the Pashaliman shipyard, which is considered a strategic site for the development of naval shipbuilding in the country.

The project also includes professional training initiatives, involving young Albanian technicians and local industrial institutes, particularly in the Vlora area.

The establishment of the joint venture, according to the official statement, is subject to the fulfillment of customary closing conditions. Fincantieri and KAYO have signed the Joint Venture Agreement for the creation of a company engaged in the construction and maintenance of naval vessels in Albania. The JV will be held 51% by Fincantieri and 49% by KAYO, with the objective of serving both the Albanian Navy and international markets, including an indicative plan of around 10 vessels over the 2026–2030 period and the development of the Pashaliman shipyard.

L'articolo Fincantieri and KAYO: Joint Venture for Naval Shipbuilding in Albania proviene da Albania Economia.

Mr. Nigro, what is the mission of Junior Achievement and how is it translated into educational activities?

The mission of Junior Achievement is to inspire and prepare young people to succeed in a global economy by providing them with entrepreneurial, financial and work-readiness skills. Our programs span the entire educational journey, from primary school to university, and are strongly based on a practical approach. Students do not simply learn theoretical concepts; they apply them through concrete activities. The model is built on the integration between schools and businesses, with the goal of shaping more aware, independent and job-ready individuals.

How does the school–business synergy work in practice, and what is the role of companies involved?

The Junior Achievement model directly involves companies in the educational process. Today, we collaborate with over 3,500 companies across Europe. Their managers and professionals enter classrooms and work alongside students, bringing real-world expertise and case studies. This allows students to engage with real dynamics and develop essential soft skills, while companies actively contribute to shaping the next generation.

To what extent is the program impacting the European landscape, and what are your current focus areas?

In Europe, Junior Achievement reaches around 7.5 million students every year. Programs focus on entrepreneurship education, financial capabilities, digital skills and STEM, with increasing attention to topics such as circular economy and innovation. One of the most relevant European initiatives is EU Code Week, promoted by the European Commission and developed through a broad international consortium of which we are part. Over time, it has become a true educational movement, involving more than 10 million young people and activating thousands of events each year, including workshops, hackathons and hands-on activities. The goal is to make key skills such as coding, computational thinking and digital creativity accessible to all, working inclusively with students, teachers and communities. At the same time, we are developing EU co-funded projects focused on artificial intelligence, including a structured program in partnership with Intel, with over 50 hours of training in secondary schools. The objective is to provide concrete and immediately applicable skills in an economy increasingly driven by technology.

Albania represents a unique case at the international level. Why is that?

Albania is the only country where the Junior Achievement program has been implemented systemically at a national level, thanks to direct collaboration with the Ministry of Education. Today, around 300,000 students participate in the programs every year, making it one of the most extensive and structured models globally.

What do students actually do within the programs?

Starting from the age of 16, students have the opportunity to create real companies. They organize themselves as a structured business: defining a CEO, a board of directors, and roles such as HR, marketing and sales. They work on an idea, develop a product or service and bring it to market. Throughout the process, they are supported by mentors from partner companies, who guide them through each phase. This approach allows students to experience entrepreneurship directly, taking responsibility and making real decisions.

What concrete results has this model generated?

The model has produced significant results in terms of performance and competitiveness at a European level. Some of the companies created by students are able to compete and win in major international youth entrepreneurship competitions. A notable example is PIGI, a startup developed by students in Albania within the program. PIGI is a financial education app designed for children and families, helping them understand concepts such as money management, saving and planning through interactive tools and accessible language. In 2025, PIGI won the “Start-Up of the Year” award at Gen-E, Europe’s largest youth entrepreneurship festival, involving participants from over 40 countries. This demonstrates that the model does not simply educate students, but generates concrete, competitive projects capable of operating on an international stage. At the same time, a strong alumni network is growing: in 2026, a major international alumni gathering is expected to take place in Albania, confirming the country’s central role within the network.

The Junior Achievement model shows that bridging the gap between education and employment is not a theoretical issue, but a concrete process built on real experiences. Where this approach is applied systematically, schools become spaces for experimentation, responsibility and future-building.

L'articolo Albania Towards the EU: The School–Business Model According to Salvatore Nigro proviene da Albania Economia.

The data center will be developed with an initial capacity of 32 megawatts, with the potential to expand to 100 megawatts, a scale that would place it among the region’s leading digital infrastructures. The facility is designed to support advanced data processing and artificial intelligence applications, leveraging Nvidia technologies for high-performance computing systems.

The initiative comes amid rapidly growing global demand for digital infrastructure, driven by the expansion of artificial intelligence, cloud computing, and advanced digital services. According to preliminary reports, the center has already attracted interest from both private and institutional clients, including local technology companies, European data storage operators, and government entities.

ADC is jointly owned by Happy Technologies, which holds an 80% stake, and data center consulting firm DIT, which owns the remaining 20%. Happy Technologies is a cybersecurity and computing company controlled by entrepreneurs Roi Shaposhnik, Noam Frank, Shlomi Avni and Itai Melchior. DIT is led by industry experts Zvika Friedman, Nir Poltorak and Dan Carmi, all of whom bring extensive experience in the development and management of data center infrastructures. Source: globes

One of the project’s distinguishing features is its energy profile. The facility will be primarily powered by locally generated hydroelectric energy, enhancing its appeal to international operators increasingly focused on sustainable and low-emission solutions. To ensure energy reliability, plans also include the construction of a dedicated electrical substation.

From a regulatory standpoint, the project benefited from an accelerated approval process. Albanian authorities granted construction permits in a notably short timeframe, highlighting the strategic importance of the infrastructure for technological development and foreign investment attraction. Albania, a NATO member and candidate country for European Union membership, is seeking to strengthen its digital competitiveness and enhance the security of its national IT infrastructure.

Financially, ADC has secured support from the European Bank for Reconstruction and Development (EBRD), which will provide a credit facility covering approximately 75% of the total investment. The involvement of the multilateral institution further strengthens the project’s credibility and its potential impact on the regional economic landscape.

The investment also contributes to strengthening technological cooperation between Israel and Albania, which has intensified in recent years, particularly in the fields of cybersecurity and digital infrastructure protection. The construction of the data center is expected to generate positive spillover effects, including the creation of high-skilled jobs, the development of the local IT sector, and the strengthening of the country’s digital sovereignty.

Through this project, Tirana aims to integrate more firmly into the European network of digital infrastructures, leveraging its strategic geographic location, renewable energy resources, and international partnerships to support the growth of its technology-driven economy.

L'articolo ADC to Build Albania’s First Data Center: €100 Million Investment to Create a Balkan Digital Hub proviene da Albania Economia.

The financial support was approved after Albania successfully completed more than half of the reform benchmarks required under the European plan, achieving progress in key areas including digital transformation, energy transition, economic competitiveness, and institutional strengthening.

The EU Growth Plan aims to accelerate economic convergence between Western Balkan countries and European Union standards by promoting infrastructure development, public administration modernization, and improved investment conditions.

Economic analysts believe the new funding will support strategic projects in energy infrastructure, digital development, and business environment reforms, ultimately strengthening Albania’s competitiveness and improving integration with European markets.

The EU’s financial support also carries strong political significance, reinforcing Albania’s accession path and strengthening the country’s position as a reliable economic partner within the Balkan region.

Sources: European Commission – Growth Plan for the Western Balkans

L'articolo EU Releases €99 Million to Support Albania’s Economic Reforms and Development proviene da Albania Economia.

Albania is preparing to take a major strategic step in the energy sector through an ambitious international project involving Italy and the United Arab Emirates. The three countries have signed a cooperation agreement to develop a subsea electricity interconnection across the Adriatic Sea, with an estimated investment exceeding €1 billion and the goal of exporting renewable energy generated in Albania to the Italian market.

The Project: Green Energy from Albania to Italy

The initiative includes the construction of a high-voltage subsea cable connecting the Albanian port city of Vlora to Italy’s Apulia region, along one of the shortest routes across the Adriatic Sea. The infrastructure is expected to become operational within the next few years and represents a key element of trilateral energy cooperation, supporting regional energy security and accelerating the transition toward sustainable power generation.

In parallel, the project also предусматри the development of approximately 3 gigawatts of new renewable energy capacity in Albania, with a significant share of the electricity intended for export. The initiative aligns with Albania’s national strategy to strengthen its role as a regional producer and exporter of green energy, leveraging natural resources and foreign investment.

The Role of International Investors

The project is being developed under a trilateral strategic partnership involving major industrial energy players. Key participants include Italian energy company Eni, UAE-based renewable energy leader Masdar, and TAQA Transmission, a company specialized in large-scale electricity transmission infrastructure.

Under preliminary agreements, Eni could act as a major off-taker of renewable electricity produced in Albania, helping establish a new integrated energy market between the two sides of the Adriatic Sea.

Economic Impact and Opportunities for Albania

Albania’s electricity system currently relies heavily on hydropower, which covers most domestic production but leaves the country vulnerable to climate-related fluctuations. Expanding into solar and wind energy, combined with the new interconnection with Italy, could reduce dependence on energy imports and potentially transform Albania into a net electricity exporter in the coming years.

According to industry analysts, growing energy demand in Italy — driven by industrial expansion, the rapid growth of data centers, and the increasing adoption of electric mobility — is expected to enhance the strategic value of the subsea interconnection, creating new commercial opportunities for Albania while strengthening Mediterranean energy cooperation.

A Key Step in European Energy Diplomacy

The project forms part of a broader international effort to strengthen energy infrastructure and accelerate the transition toward sustainable power sources. It also represents an important milestone in Albania’s economic integration with European energy markets and reinforces the country’s position as a regional energy hub.

The agreement and its strategic objectives were confirmed by official statements from the Albanian government and international partners, as reported by ANSA

L'articolo Albania Moves Toward Energy Hub Role with Over €1 Billion Subsea Cable Project Linking Italy and UAE proviene da Albania Economia.

The expansion of the tourism sector is generating significant spillover effects across multiple industries, including construction, real estate, hospitality, and transportation. Coastal destinations such as Vlora, Saranda, and the Ionian Riviera continue to attract both international visitors and foreign investors, leading to the development of new hospitality and luxury tourism projects.

The growth in visitor numbers has been supported by improved air connectivity, the expansion of low-cost airline routes, and increasing demand from European travelers seeking alternative Mediterranean destinations.

Industry experts emphasize that tourism is contributing significantly to GDP growth, employment creation, and the development of new infrastructure projects, further enhancing Albania’s international investment appeal, particularly in the real estate and hospitality sectors.

Growth projections suggest the tourism industry will continue expanding in the coming years, supported by infrastructure improvements and increased international promotion of Albania as a competitive travel destination.

Sources: Albanian Ministry of Tourism, European hospitality industry reports

L'articolo Tourism Boom Drives Albania’s Economic Expansion with Record 12 Million Visitors proviene da Albania Economia.

Let’s be honest, Stavri — how many people still think of Albania as just a “low-cost destination”?

Too many, unfortunately. But the truth is, that stereotype is becoming their problem, not ours. Those who still think only in terms of wage arbitrage are missing what’s really happening here.
Albania’s ICT sector has matured. We now have software houses working on complex architectures, QA teams managing automated testing pipelines, and analysts who dive deep into clients’ business processes. We’re no longer in the body-shop phase of providing interchangeable resources — we’ve entered the stage of real engineering value. The challenge, however, is that this transformation is still too fragmented. Each company is growing well, but in silos. The next step is to coordinate this scattered potential into a unified, system-level offering that can stand out on international markets.

For a few months now, you have been coordinating the ICT & BPO groups for both the Camera di Commercio Italiana in Albania and Confindustria Albania. What does this mean in practical terms?

It means trying to turn what I just said into reality: transforming individual expertise into collective capability.
The role isn’t representative in the formal sense — it’s operational. Every week I speak with entrepreneurs from the sector, gather feedback, and map both skills and gaps. And the same pattern keeps emerging: Albania has everything it takes to position itself as a high-quality player in the Mediterranean, but it needs to stop telling its story company by company.
Yes, we’re small — but that’s exactly why we can be fast, interconnected, and pragmatic. If we start moving as a network — sharing clients, expertise, and visibility — we become a serious partner for those looking for a reliable tech ally, not a disposable supplier.
For me, that’s the real turning point: shifting from a local industry to an internationally recognized ecosystem. Not because of size, but because of a coherent offering and a shared reputation.

Let’s talk numbers. how much do the ICT and BPO sectors actually contribute to Albania’s economy today?

Over 40,000 professionals employed. More than 3,000 active companies, many of them integrated into global supply chains — Apple, Vodafone, Lufthansa, Deloitte.
We rank first in Central and Eastern Europe for computer science graduates per capita. About 6.7% of Albanian university students study ICT-related disciplines. We have a young, multilingual workforce with a strong STEM foundation.
But the most interesting figure isn’t quantitative — it’s qualitative. More and more Albanian companies aren’t just executing specifications anymore. They’re co-designing solutions, contributing to system architecture, and proposing optimizations. This means we’re shifting from labor arbitrage to genuine knowledge work.
And that, in my view, is what marks the maturity of an ecosystem: not how many developers you have, but how much strategic value they’re able to create.

Europe has a structural problem: it lacks digital specialists, and operational costs are becoming unsustainable. Where does Albania fit into this picture?

As a natural integration partner, not as a fallback option.
Europe won’t close its tech skills gap through reskilling programs or qualified immigration alone. What’s needed are complementary ecosystems — geographically and culturally close — that can absorb part of the technical workload without causing operational discontinuities.
Albania offers exactly that: the same time zones, aligned educational standards, linguistic fluency, and the ability to integrate into European teams seamlessly. We don’t replace local resources; we work alongside them. We enable European companies to scale their engineering capacity without having to build it from scratch internally.
It’s the same model that has worked between the United States and Latin America. We are becoming Europe’s natural nearshore partner for tech — not by imitation, but because all the structural conditions are already in place: proximity, expertise, and cultural compatibility.

Today, the global market no longer looks for mere executors. It seeks partners capable of solving complex problems. Is Albania ready for this leap?

Some companies are already making this leap. Armundia Factory, for example.
We collaborate with MAIOR, a global leader in software solutions for smart mobility and public transport planning. We don’t just perform QA on their request: we are fully integrated into their automated testing workflows, contribute to platform development, and add value in deployment and continuous integration processes.
The same applies in the insurance sector: we support a leading international company with portfolio management, policy renewals, and data governance. This isn’t simple data entry — it’s data quality control, process validation, and workflow optimization.
These projects show that Albania doesn’t just export resources. It exports expertise, methodology, and strategic thinking capability. But the point is, this shouldn’t remain the privilege of a few standout companies. It needs to become the standard offering of the entire ecosystem.
And achieving that requires genuine collaboration, not just formal networking.

What do you mean by “true collaboration”?

I mean building shared infrastructures. A permanent operational table, open to all ICT and BPO companies — regardless of association membership — to jointly define communication strategies, internationalization plans, and advocacy policies.
We cannot keep competing among ourselves for the same European clients while Asian or Latin American players present themselves as united ecosystems. We need to learn to operate as a system: sharing best practices, mapping complementary skills, and building a collective reputation that precedes us.
This is the key to our next growth phase: moving from a sum of individual companies to a recognizable industrial identity. Only then can we attract structural investments, build trust with European decision-makers, and truly influence global value chains.
The future of ICT and BPO in Albania won’t be written by a single company — not even mine. It will be written by an ecosystem that consciously chooses to move forward together.

L'articolo The Technological Albania That Europe Doesn’t Expect proviene da Albania Economia.

From Trentino to the international market: how did Xlam Dolomiti come to life, and what path led you to become a benchmark in timber construction?

Xlam Dolomiti was founded from the vision of the Paterno family to enter the world of timber construction. It began with the acquisition of a company already active in the sector and later with the creation of Italy’s largest Xlam/CLT production facility. Since 2012, when the first CE-marked panel left the production line, Xlam Dolomiti has steadily expanded its market presence. The company has evolved from a simple manufacturer and supplier of structural materials into a fully integrated construction firm specializing in timber structures, as well as hybrid and prefabricated solutions using innovative materials.

Your expansion into Tirana comes at a time when Albania is becoming increasingly attractive to international investors. How much of this decision is tied to the country itself, and how much to its position as a gateway to the Balkans?

We arrived in Albania after gaining experience in several neighboring countries. The Tirana office was the first to have one of our Italian managers on-site to organize and train our local team. The growing attention from foreign investors certainly influenced our decision, but it was only one of many factors we considered. Another key aspect is the high level of technical competence among young Albanian professionals, particularly in the design software we also use in Italy.

The construction market here is dynamic but still deeply rooted in traditional methods. How can your timber-based approach change the rules of the game?

This is one of our main challenges. The local market will not be easy to penetrate, but our goal is to establish a solid reference point in the Balkans. We plan to start local initiatives to identify the right project—one that will allow us to deliver the first shipment of Xlam/CLT panels to the peninsula.

Albania is a seismic country. How can timber construction offer advantages over traditional methods?

As in Italy, this is a major advantage for us. Timber structures are significantly lighter, and thanks to metal connectors, they are able to dissipate seismic energy efficiently through the foundations. From this perspective, we hold a clear competitive advantage.

From Italy’s tallest timber building to large university campuses in Australia, what lessons from your international experience will guide your expansion in the Balkans?

One key lesson is the importance of supporting clients from the earliest design stages. Working closely together allows us to achieve optimized results on every level. Our international projects have strengthened our technical know-how, increased our competitiveness, and shown us that there are truly no limits to what can be achieved.

During the inauguration of your Tirana office, you welcomed the Italian Ambassador to Albania, Marco Alberti, along with local partners. How is your Albanian team taking shape, and what role will it play in strengthening Xlam Dolomiti’s regional presence?

The Tirana office is fundamental. It is first and foremost a new workspace for our young professionals, who experience it daily, but it will also serve as a meeting point for potential clients and investors interested in learning more about our technology. It represents the first and most important step toward establishing a strong presence in this market.

L'articolo From the Dolomites to the Balkans: building sustainably with Italian wood proviene da Albania Economia.