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7 Questions with Dario Cardile

helps you in your leadership.



Jonno White

7 Questions with Dario Cardile

Name: Dario Cardile

Current title: CEO, co-founder

Current organisation: HomesToPeople

Graduated from the University of Pisa in 1996 in Maths & Computer Sciences and with an MBA in Marketing & Finance from the Smurfit School of Business in Dublin, Dario is an expert in managing digital business, strategies and growth. With over twenty years of experience in the sector, he has held various strategic roles in management consulting firms and international organizations such as Telefónica, Accenture, PayPal, Expedia and Groupon - where Dario has held key roles in customer acquisition, online marketing, analytics, business development and corporate strategy.

In 2009, after various experiences in Ireland, France, UK and Australia, Dario briefly returned to Italy to join Expedia as Global Director of Destination Marketing, CRM and Analytics and in the position of Chief Marketing Innovation Officer at Bravofly Rumbo Group (now LastMinute Group). Until a few years ago he was also Associate Partner of Valdani Vicari & Associati and today he is a Partner and President of Indigo AI - a leading company in Conversational AI part of the group.

In recent years he has returned abroad as General Manager Growth at Hubzu (part of Altisource sarl) - a leading real estate company in the USA - based in Luxembourg. Finally returning to Italy in early 2020, he covered positions as COO of Sweetguest, a leading company in property management in Italy and as CMO of Treedom, in the environmental sector - before founding HomesToPeople in the digital real estate sector and Operate in the art collectors business.

As an expert in Innovation, Digital Transformation and Digital Marketing, Dario is lecturer and scientific coordinator at the Sole 24 Ore Business School and the RCS Academy and co-author of the book "Digital Transformation. Strategies and tools for tomorrow's SMEs'', published by Egea in October 2017.

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7 Questions with Dario Cardile


1. What have you found most challenging as a CEO or executive of a large enterprise?

Leading a number of highly motivated managers and professionals through uncertain waters, due to the pandemic.

2. How did you become a CEO or executive of a large enterprise? Can you please briefly tell the story?

I was offered increased responsibilities, through continuous achievements and year over year growth.

Being analytical by education and entrepreneurial by passion, I have been able to steer organisations toward their sweet spot of profitability.

3. How do you structure your work days from waking up to going to sleep?

Reading in the morning to relax me and open my mind

Then coffee, double espresso at least

Quickly review daily agenda

Then checking email and looking at numbers

Mix between meetings and 1:1 sessions

Till wrapup and next day planning

Exercising 3 times week, with a long run only at weekends

4. What's the most recent significant leadership lesson you've learned?

Hire slow and fire fast. Your people are the most important assets for your business and for your customers.

5. What's one book that has had a profound impact on your leadership so far? Can you please briefly tell the story of how that book impacted your leadership?

Start with why from Simon Sinek. Every day, everything I do always starts (and ends) with the reason why.

6. How do you build leadership capacity in a large enterprise?

Lead by example, mentor your team, coaching on soft skills and ensuring that everyone (with data on hand) is heard and can bring forward ideas.

7. What is one meaningful story that comes to mind from your time as a CEO or executive of a large enterprise so far?

I always think of my customers and my employees as my very top priority. I still recall that an elderly couple was celebrating their 50th anniversary abroad - but when they got to their rental car they realised they did not bring their credit card. The rental car company was therefore not able to handle the car, till I personally stepped in to resolve and guarantee with my own. It was such a special trip for the two of them that I wanted nothing to go wrong. They were impressed and delighted.

Think always about your customers and your employees: the rest will come.

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