The Author: Davide "Cioppi" Bordigoni

If you landed here looking for the CV of a management engineer with three degrees in theoretical logistics, you are in the wrong place. On paper, I hold "only" an accounting diploma. But in the specific trenches of B2B freight distribution and road transport, I possess a dirty, practical, 360-degree track record that fewer than ten people in my entire region can match. Not out of pride, but as an undeniable matter of factual experience.

The first time I sorted a batch of shipments, I was 10 years old.

My father had just crossed back from the mainland in his long-wheelbase Fiat 110 truck, loaded with freight to distribute across the island. I have an indelible memory of that morning: dozens of 4-to-5 box consignments heading to every remote corner. Playfully, he looked at me and said: "Come on Cioppi, sort out the Europescasport cargo, it's light". He showed me how to read the shipping manifests and how to segregate the docks. I kept going for an hour without stopping, mesmerized by that organized chaos.

That was my lifelong imprinting.

Then came school, teenage rebellion, and at 16, a fork in the road. "You don't want to study? Then you come to work," my father decreed. I became a cross-dock freight handler. I unloaded 40-foot semi-trailers entirely by hand, box by box. When I got my driving license, I spent a whole year doing last-mile city deliveries. I experienced firsthand what the road feels like: the physical exhaustion, traffic jams, and customer pressure on the curb.

Eventually, I completed my accounting studies. Once I stepped into the family transport office full-time, I realized the world was shifting.

From the Pen-and-Ruler Ledger to Digital Computing

Back then, the entire transport office operated on a massive paper ledger drawn by hand with a ruler and pen, an electronic typewriter, a rotary phone, and a fax machine. Nothing else. Fueled by a passion for computers (sparked in childhood by a Commodore VIC-20), I convinced my family we needed a real PC. It was outrageously expensive. My mother had to take out a financing loan to buy a slow Pentium with a 1.5 GB hard drive, which seemed infinite at the time.

I took that paper ledger and digitalized the entire operation on Microsoft Works. From that rudimentary digital dashboard, I started printing dot-matrix invoices on 180-column continuous tractor-feed forms supplied by the neighborhood print shop. True innovation had entered our hub.

Then came our first major storm. Our anchor client suddenly canceled their long-term contract. It was a potential death blow, but we rolled up our sleeves. My mother reconnected with former business partners, my father logged thousands of highway miles, and I — still in my early twenties — unexpectedly became the commercial and operational backbone: handling customer support, calculating rates, dispatching delivery routes, and balancing the books.

Within months, we replaced the lost revenue. The company expanded. I became the Managing Director of the new corporate entity, hired staff, and scaled operations to outstanding volumes.

Crisis and Resilience

Logistics is an unforgiving arena, and the global economy even more so. The 2008 subprime mortgage crisis was an economic tsunami across real industrial sectors. Several major manufacturing clients collapsed overnight without paying invoices. Hard times hit, and I took full ownership of those grueling lessons. It marked the end of that chapter.

Yet, when diesel runs through your veins, you never leave the industry. I rebuilt from the ground up: serving for three years as Branch Manager in an established freight forwarder, then three years in Corporate B2B Sales.

Today, I serve as a Senior Traffic & Linehaul Dispatcher at one of the foremost leading enterprise transport carriers in the sector.

Why This Project?

Over 30 years, I have performed literally every single role: freight lumper, delivery driver, billing clerk, CEO, commercial sales representative, and operations dispatcher.

Every week, I witness brilliant software engineers, consultants, and IT architects design applications for transport companies... yet they have never spent a single rainy afternoon on a cross-dock at 18:00. People who genuinely believe freight moves on its own, or that B2B delivery exceptions can be magically fixed with a WhatsApp notification.

This platform and the PMST project were born out of that reality. Artificial Intelligence and modern automation are not meant for flashy drone renderings; they are meant to conquer the mud, eliminate the blind panic of evening cut-offs, and restore dignity, clarity, and profitability to transport operators and the people who make freight move.

What we need is Process Intelligence. And to build it, theoretical degrees aren't enough: you must have unloaded the Europescasport cargo, printed on 180-column paper, and conquered the 17:30 cut-off.