Fulvio Domenico Marchetti

I have spent since 2002 on the same problem seen from both ends: helping organizations get European and national research and innovation money, and then helping them survive what comes after the money arrives. More than twenty million euros of funding designed, won and managed, across FP7, Horizon 2020, Horizon Europe, EIT, Interreg, ESA programmes and ERDF, and on the national side NRRP and FISA. Sometimes as the person who architected the proposal, sometimes as the coordinator, sometimes as the project manager who had to make the thing actually run.

What I am hired for

Innovation strategy and roadmaps. Scouting what is genuinely ready among AI, IoT, cloud, data and digital health, and being equally clear about what is not.

European and national research and innovation funding. Designed, won and managed end to end.

Digital transformation and AI governance. Leading enterprise adoption of AI and data from the target operating model down to EU AI Act readiness, which is where business strategy and technical delivery have to meet or nothing ships.

Interim and temporary management. Part time or full time, on executive and programme leadership mandates.

Track record

Since 2025 I have been project manager for the host institution of InfoAICert, Italy’s first platform for conformity certification of high-risk AI systems under the EU AI Act. It is funded by the Italian Ministry of University and Research with 5.5 million euros over sixty months, and built by Tinexta InfoCert with the University of Genoa and Professor Roli’s sAIfer Lab. My role covers the strategic, operational and technical management of the workstreams, and representing the company in front of ministries, funding authorities and industrial and academic partners.

That is the sharpest thing on this page, and it is the reason the AI Act work here is operational rather than theoretical.

In parallel, as innovation advisor to Prodim, I am integrating AI into design and engineering workflows: automated model validation, drafting automation, and a roadmap toward a modular, intelligent design ecosystem.

Before that, senior manager at IPSA on healthcare IoT and RFID logistics, where project delivery improved by roughly a quarter and I ran the worldwide distributor network and its contracts. Managing director and board member of Agila, with delegated executive powers, where I drove around twenty per cent of operational efficiency across digital infrastructure and finance and secured multi-million-euro European funding for clients.

Quality manager at the Italian National Research Council on SmartSatCare, an ESA co-funded programme for advanced social and healthcare services: requirements, design, dissemination and pilot execution. Interim programme manager at GFT Technologies across EIT Digital activities in FinTech, cybersecurity, digital industry and smart cities. Senior project manager at SIA, now Nexi, leading FinTech innovation delivery inside EIT Digital and Horizon programmes.

For eleven years, head of external funding at Reply. I directed the transformation of a European digital healthcare platform, lifting service delivery by around a quarter, and secured over ten million euros in European co-financing across digital health and multi-sector programmes.

Earlier, regional healthcare IT at Lombardia Informatica, Città della Salute and CSI Piemonte: electronic health and patient records, a psychiatric IT platform, clinical databases and semantic networks.

The second half of the job

Funded work is increasingly built on artificial intelligence, and that artificial intelligence now has to be lawful. Winning the grant and passing conformity are not two jobs. They are the same job seen at two different moments.

What I do on the AI Act runs from the early strategy down to the day-to-day operations: working out which obligations apply, setting up the governance and the documentation, and bringing an organization up to conformity. I work at the side of your legal counsel, adding the strategic and operational layer that turns legal advice into something an organization can run. I am not a lawyer and I do not give legal advice, and any consultant who blurs that line is a liability rather than an asset.

Where the work has concentrated

Three domains, not by design but by how the work arrived: digital health and life sciences, digital identity and trust, and technology transfer between universities and the public sector. Clients have been small and medium companies, large firms, research institutions, clusters and scale-ups.

I came to all of this from medicine, at the School of Medicine of the University of Turin, and from there the work moved early toward digital health. What stayed is the part that matters here: I can read a clinical protocol, follow a study design, and talk to clinicians without an interpreter. It is most of the reason healthcare has run through every role since.

I also hold a professional certification in civic technology, and I am a WOSM scout leader, Wood Badge, which explains more about how I run a team than any management course would.

How I can be engaged

As a senior advisor on a defined question. As a fractional or interim manager when a role needs filling for a while and hiring is the wrong instrument. As a partner inside a consortium. As an expert evaluator. As a board advisor.

Long engagements and short ones both work. Some of what I do is a permanent role carried part time.

Talk to me directly

If you are weighing whether a project is worth submitting, or whether an AI system you already run is going to hold up, thirty minutes usually settles it. If the answer is that you do not need me, you will hear that too.