2025 Year-end Statements

2025 marked a turning point for our group. Rather than a year focused on external visibility, it was a year dedicated to structure, governance, and long-term positioning.

For the first time, we have chosen to publicly share our year-end letter. This is not a celebratory exercise, but a strategic one. It serves as a track record of the decisions we made, a reflection of our operational and strategic KPIs, and a clear statement of how we evaluate growth, focus, and execution.

Internally, this process helps us measure progress with clarity and accountability. Externally, it represents a positioning choice: transparency, long-term vision, and consistency over short-term noise.

Starting from 2025, the publication of this letter will become a recurring annual practice, allowing us to document our evolution year after year and to communicate clearly where we are, what we have built, and where we are heading.

A quiet year, on the surface

2025 was a quiet year — at least on the surface. In reality, it was one of the most important years in our history.

It was not a year designed to impress from the outside, but one built to last — one meant to stand as a monument more enduring than bronze. A year spent working with extreme discipline on the hidden mechanics of our craft, fully aware that without solid foundations, real growth simply does not exist.

Seen from the inside, 2025 was the year in which we transformed a small vision with strong margins into a strengthened and scalable structure.

Two companies, one direction

With Dubleclik Global, we continued to work with structured clients, strengthening internal processes and stabilizing workflows. At the same time, it became clear that true growth required a broader vision and the ability to speak to a more diverse market, with a wider offering and a more direct approach.

This is how Dubleclik Italia was born. A project designed for SMEs, local clients, and businesses in need of a concrete, present, and reliable partner. Throughout 2025, we built the brand, began structuring our social presence, and invested in sales campaigns. It was a year of testing, planning, and fine-tuning: we defined the commercial approach, funnels, and sales strategies that will become the real engine of our expansion in 2026.

The most important organizational effort of the year was precisely this: stabilizing Dubleclik Global while structuring Dubleclik Italia as an autonomous yet fully integrated entity. We reorganized the company structure, allocating new resources to Dubleclik Italia while making Dubleclik Global more stable and predictable. We defined workflows, commercial processes, and operating models that will be further scaled and optimized throughout 2026 — working with greater internal clarity and a stronger medium- to long-term vision.

Governance and leadership

2025 was also the year in which we restructured the leadership of the holding, adopting a more innovative, mature, and conscious model. Today the role of CEO is shared, opening space for new C-level figures and building a hierarchy that is more human, less rigid, and better suited to the development of both our people and the projects we bring to life.

The objective behind this choice was clear from the beginning of the year: to make sustainable what already existed and to prepare it for growth across every experiential dimension. We worked extensively on governance, processes, and overall vision, bringing order and strategic effectiveness without sacrificing speed of execution.

One of the most significant milestones of the year was the entry of our co-CEO into the holding's share capital, as a partner alongside the founder. This was not merely a formal step, but a clear signal of full alignment on vision, objectives, and the long-term future of the company.

Investing in the foundations

From a financial perspective — an equally crucial aspect — 2025 was a year of deliberate and conscious investment. We chose to allocate resources not only to commercial growth, but also to infrastructure: people, spaces, and processes.

A significant portion of the budget was dedicated to corporate welfare, and in particular to the renovation of our offices — a project that will continue in 2026 to better welcome new team members. For us, the workplace is an integral part of company culture: not merely a container for minds, but the temple of our collaborators. It is only the first step of a long-term journey that will continue well beyond next year.

Focus: what we chose to leave behind

2025 was also a year of difficult decisions. We officially said goodbye to ONEAM as a product-based venture and as an independent creative studio. It was a project that had been at a standstill for some time. Its technologies, people, and clients have been integrated into Dubleclik Global, strengthening it and allowing us to concentrate our energy and focus on what has the greatest impact today: Dubleclik Global and Dubleclik Italia.

We made deliberate focus choices, stepping away from projects that were no longer central in order to strengthen those we truly believe in and to which we dedicate our full commitment and effort. Less dispersion, more coherence, and greater solidity in every decision we make.

Where we are heading

2025 was also the year in which we set a major objective for our collective future: in 2026, our focus will be on increasingly internalizing our work, reducing external dependencies, and expanding the team with new operational roles. All of this with the goal of becoming increasingly qualified professionals — resilient and difficult to challenge in a competitive landscape.

It is remarkable to say — and even more so to truly believe — but we have genuinely transitioned from a small entrepreneurial structure into a steadily growing organization. Not only by increasing the group's revenue, but above all by giving ourselves the opportunity to build something bigger, stronger, and more ambitious.

2025 was not a finish line — it was a launchpad. It was the year in which we laid the foundations of our future, the moment we decided to aim higher and to commit to doing so consistently.

2026 will undoubtedly be the year in which those foundations begin to generate their full value, unlocking new and remarkable opportunities.

Just an Holding — The Board of Directors