MotoHub is one of the businesses where I served as CEO, and the design of its B2B structure and strategy was one of the areas I am most proud of. Beyond the operational side of the business, my focus was on building a stronger commercial foundation that could support long-term growth through smarter supplier relationships, clearer distribution logic, and a more structured B2B sales direction. The objective was not to see MotoHub only as a motorcycle-related retail or service business, but to shape it into a company with stronger commercial depth and wider market potential.
A major part of this work was developing the B2B model around supplier negotiation, distribution opportunities, and sales structure. This meant thinking beyond day-to-day transactions and focusing on how the business could build stronger leverage with suppliers, improve commercial terms, and create more strategic value through partnerships and B2B channels. I worked on shaping a model where MotoHub could operate with more structure, more negotiation power, and a clearer path for distribution and business growth. For me, this was one of the most valuable parts of the journey, because it was not only about sales, it was about building the business in a more strategic way.