Growth alone is not enough; it requires continuity and a clear direction. In a market where the word “growth” risks being reduced to a slogan, what truly makes the difference are paths built with method and vision.
It is with this approach that Gamian Consulting features among the “Leaders of Growth 2026”, the ranking compiled by Il Sole 24 Ore in collaboration with Statista, which selects the 500 Italian companies with the highest revenue growth over the 2021–2024 period based on verified economic criteria. For the Calabria-based company, active in the fields of energy transition, innovation and sustainability, this marks the third consecutive confirmation.
In 2025, the company focused primarily on consolidation, strengthening its organizational structure and operating model, and investing in processes and execution capabilities. At the same time, it expanded its network of relationships and partnerships, launching new agreements at both national and international level and reinforcing its positioning and reputation in its reference markets.
Summing up the meaning of this journey is Carolina Cairo, the company’s CFO: “The past year demanded a great deal from us, but it gave us back a more clearly defined direction. We worked to make the organization even more recognizable for what truly matters: technical expertise, process quality, and reliability in delivery. At the same time, we strengthened our operating model and execution capacity, in order to support development with continuity and increasingly high standards. This is how growth becomes a trajectory.”
This evolution also includes a step with both symbolic and operational value: the inauguration of the new headquarters, in the very place where the company was founded. A gesture that represents a statement of continuity and responsibility, while consolidating the structure needed to face increasingly complex challenges. “It is a sign that looks ahead,” Cairo says. “For us, it means staying true to our direction, investing consistently in what makes the organization solid. It is also an investment in the territory and for the territory,” she adds, “a choice that represents another form of sustainability, the social and developmental one.”
Human capital then remains the primary infrastructure on which this approach is built. “In a market,” the CFO emphasizes, “shaped by rapid transformations, results truly matter only if they rest on credible foundations. The first of these, for us, is people. The team is not only the driving force of daily operations, but the engine of the overall quality of our work. It is the ability,” she continues, “to turn complexity into solutions, objectives into results, and commitment into reliability. That is why we continue to invest in training, to update technical and methodological skills, strengthen project culture, and support the professional growth of our people. This is how a path becomes a method, and an organization becomes truly solid.”
Looking ahead, the company is pairing its technical work with an additional step: a more structured communication strategy, capable of describing with greater clarity and transparency what it delivers, the partnerships it activates, and the opportunities it creates. Not a change in tone, but a strengthening of the coherence between what is built and what is made visible.
The recognition by Il Sole 24 Ore and Statista is not a finishing line; rather, it raises the bar and makes clearer what, from this point on, is no longer negotiable. It is a thermometer that does not merely measure the milestone reached, but indicates the capacity to push further. And above all, it calls for the future.
