Luca de Meo

Drove high‑level corporate decisions that enabled Alpine’s pivot toward a performance lifestyle brand and the commercialization of fan engagement tools, including fan tokens. Tangible actions taken included approving the Alpine rebrand project, authorizing budgets for new digital engagement channels, and greenlighting commercial agreements that allowed the team to partner with blockchain and fan‑token platforms. Those formal approvals were prerequisites for contracting with Socios and for embedding token‑based activations into Alpine’s broader marketing calendar. Chaired executive reviews where legal, financial and reputational risks of token partnerships were assessed and mitigations mandated. Concrete outcomes of those sessions included sign‑off on contractual clauses, allocation of insurance and fulfillment budgets for token rewards, and directives for brand governance to preserve Alpine’s IP during third‑party activations. These administrative decisions directly shaped the permissible scope of token utilities and the fallback processes for consumer‑facing obligations. By setting strategic priorities and resourcing levels at the corporate group level, this leadership determined the scale and sustainability of Alpine’s fan‑token program. The result was a commercial framework in which ALPINE could be issued and supported over time with agreed marketing spend, cross‑departmental operational support and executive oversight, materially influencing the token’s long‑term integration into Alpine’s fan engagement ecosystem.