How did it go? we tamed 2024!

What a ride! 2024 really put us to the test...

Let me channel some Old Wild West vibes (because why not?): it bucked and kicked like a wild stallion. But in the end, we managed to tame this unruly year.

There are linear years when you grow (or don’t) at a predictable, steady pace. And then there are years like 2024, where you don’t just dance – you mosh. Now, still catching our breath, it’s time to take stock of things.

Geopolitical instability, consumption dampened by uncertainty, cultural shifts in the luxury segment, the rise of AI, Trump & Musk and the era of “new bomberism”... “America is great again” – and then boom, just yesterday, AI took a nosedive thanks to DeepSeek, a Chinese contender that crushed the American giants with a budget that’s barely pocket change. We’ve seen companies with big plans stuck in neutral, a desire to grow but a hesitation to invest or change, all tied to a sense of uncertainty.

So, how did Drop fare?
In 2023, we joined Horsa, kicking off a season of transformation. Our focus has been on evolution – not necessarily becoming bigger but becoming better.

I can’t say the process has had a clear beginning or end. At Drop, after all, we thrive on nonlinear challenges.
What I can say is that motivation has been (and still is) high. We’ve worked hard, mostly in the right direction, and this has brought significant changes – and more importantly, built a culture.

The result? An exceptional 2024 across every area that matters to us: finance, organization, offerings, and well-being.

Financially, revenue grew by 15%, heading towards €40M, with a significant increase in EBITDA. But finances, which I’m ticking off first, are more of a byproduct of the excellent work we’ve done on other fronts.

Organizationally, Drop has become, in stark contrast to populist and macho posturing, increasingly flat, free, and tolerant (read: flexible and adaptive). Slowly but surely, we’ve managed to organically (and not forcibly) implement a light version of self-management. What we see today: a fantastic work environment, zero turnover, and a satisfying productivity-to-stress ratio.
Here’s a little teaser for the future: while the world seems to be leaning into testosterone-fueled decision-making, we still believe in representative democracy (with a little AI assist – but that’s a story for another day).

Our offerings have also evolved. Today, we’re a mature player that’s broken away from the monolithic “all-round provider” model (a well-defined but rigid service/product) in favor of a more dynamic, project-driven, and adaptive approach.
Sure, it sounds like another buzzword-filled pitch, but we believe in it.
We thrive on tackling big ideas, often unconventional, requiring creativity, ambition, and depth.

Take IBSA, for instance. With them, we’ve explored a hybrid B2B/B2C front that highlights how e-commerce can drive innovation in the pharmaceutical industry. Similarly, this mindset led us to envision a pan-European solution for Daikin to coordinate the group’s performance marketing efforts.

Many of the brands we collaborate with have achieved outstanding results this year, thanks to a winning mix of omnichannel strategies, a focus on international expansion, and advancements in UI/UX. Here are some highlights:

• Corneliani saw a 27% growth, consolidating its position in the luxury market with an increasingly digital and customer-centric approach.
• La Sportiva, an icon in the outdoor industry, achieved a 23% increase, fueled by e-commerce evolution and new market opportunities.
• Chiara Boni, a symbol of elegance and Italian craftsmanship, experienced an 18% revenue growth, reflecting the public’s strong response to the digital strategies implemented.
• Gruppo Zeis, a major player in footwear with brands like Cult and Guardiani, closed the year with a notable +19%, thanks to careful positioning strategies and personalized user experiences.

These results are the product of close collaboration between Drop’s vertical teams and our partners, enabling the activation of strategies that improved digital presence, user experience, and operational efficiency.

Or, to quote Italian sports commentator Galeazzi: tanta roba!

If that’s not enough, let’s talk!

— 28 January 2025