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As CRO at WordLift, I help enterprise brands thrive in the new era of AI Search by…
Articles by Gennaro
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Gennaro Cuofano posted thisNo Free AI Lunch https://lnkd.in/eETr9c9H
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Gennaro Cuofano shared thisThe State of AI Fluency https://lnkd.in/dMMCSEf2
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Gennaro Cuofano shared thisOpenAI's Triage Week https://lnkd.in/edEEgPm7
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Gennaro Cuofano shared thisOpenAI’s attempt to build a ChatGPT-native app ecosystem is colliding with the realities Apple solved over a decade ago. The ambition is clear, but the execution gap reveals how hard it is to displace entrenched platforms, especially when control over payments, data, and distribution is fragmented. • Platform ambition vs execution reality: OpenAI is trying to replicate the App Store model inside ChatGPT, but limited functionality, poor discoverability, and weak tooling are constraining adoption • Control vs participation tension: Partners resist handing over payments, user relationships, and data, slowing ecosystem formation and limiting depth of integration • No native transaction layer: Most apps still redirect users externally, breaking the loop that made Apple’s App Store powerful, namely discovery, engagement, and checkout in one place • Developer economics still broken: Limited analytics, unstable APIs, and opaque distribution make it hard for developers to optimize, reducing incentives to invest • Chicken-and-egg adoption problem: Users do not rely on ChatGPT for transactions yet, and companies will not fully commit until users do This highlights a structural asymmetry. Apple owns the full stack: device, OS, payments, identity, and distribution. OpenAI controls attention but not the transaction layer. While ChatGPT is emerging as a discovery and orchestration layer, not yet a platform of execution. Until OpenAI solves payments, trust, and developer economics, it remains closer to a high-intent interface than a true app ecosystem. Paradoxically, this may define its role. Rather than replacing the App Store, ChatGPT may sit upstream of it, shaping demand, influencing decisions, and routing users, while the actual transaction continues to happen elsewhere. https://lnkd.in/enWs5R2mOpenAI’s ChatGPT App Store Took Aim at Apple, But Results Lag So FarOpenAI’s ChatGPT App Store Took Aim at Apple, But Results Lag So Far
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Gennaro Cuofano shared thisThe War of Agents Architectures https://lnkd.in/eri7PcVw
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Gennaro Cuofano shared thisApple as the hardware layer of AI? Apple is conceding the frontier model race and repositioning itself as the control layer of AI distribution. Instead of competing on intelligence, it is building the infrastructure through which intelligence is accessed, monetized, and embedded into devices. • Platform over model strategy: Apple shifts from building best-in-class AI to orchestrating third-party models via an “AI App Store” inside Siri • Hardware-first monetization loop: AI is used to protect iPhone demand, while revenue is captured via App Store commissions rather than subscriptions • Siri as routing layer: Siri evolves from assistant to broker, dynamically dispatching queries to external models like Gemini or Claude • Search-like abstraction: AI becomes a discovery interface, where Apple behaves more like a meta-layer over competing models than a direct provider • Strategic concession with control: Apple implicitly accepts it cannot win the model race, but retains leverage by owning distribution, identity, and device integration This is a reversion to Apple’s core playbook. When it cannot win at the application layer, it captures value at the platform layer. The App Store logic is now being extended to AI. https://lnkd.in/diVtb3qDApple Pivots Its AI Strategy to App Store, Search-Like Platform ApproachApple Pivots Its AI Strategy to App Store, Search-Like Platform Approach
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Gennaro Cuofano shared thisState of AI Fluency https://lnkd.in/dMMCSEf2
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Gennaro Cuofano shared thisOpenAI is entering a phase of forced strategic focus. Leadership, capital allocation, and product scope are being realigned around scaling infrastructure and winning in core use cases, while non-essential bets are being cut. • CEO shift to infrastructure and capital: Altman steps back from safety oversight to focus on datacenters, supply chains, and fundraising, signaling that compute is now the primary bottleneck • From exploration to execution: Shutting down Sora reflects a move away from experimental products toward high-ROI areas like coding and enterprise services • Resource reallocation at scale: Video generation is deprioritized because of its heavy compute demands, freeing capacity for core model development like “Spud” • Superapp consolidation strategy: ChatGPT, Codex, and browser capabilities are being merged into a single interface, aiming to own the full user workflow • AGI deployment as organizing principle: Renaming the product org signals a shift from building features to scaling intelligence into real-world applications This is a transition from a research-driven organization to an industrial-scale AI company. The constraint is no longer ideas, but compute, capital, and execution focus. https://lnkd.in/dkiKfsPmOpenAI CEO Shifts Responsibilities, Preps ‘Spud’ AI ModelOpenAI CEO Shifts Responsibilities, Preps ‘Spud’ AI Model
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Gennaro Cuofano shared thisBeyond Software: The Economics of Frontier AI https://lnkd.in/d_dD-sj4
Gennaro Cuofano replied to a comment
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It's definitely only in part a short-term convergence (e.g., OpenAI trying to grab more of the enterprise AI business space), yet that is true; these are fundamentally different business models that in the longer term might look like two competitors, and yet also grab different segments of the AI market. Quite similarly to how companies like Google and Amazon converge in some parts of their businesses and completely diverge in others
Gennaro Cuofano replied to a comment
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Chintan Zalani longer term, more things will matter (e.g. world models), in the short term that is the right bet
Gennaro Cuofano replied to a comment
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Geogy George I'm doing an analysis on it, exactly on these two points, sharing it soon..
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Gennaro Cuofano liked thisA paper I think every engineering leader should read right now. "Redefining the Software Engineering Profession for AI" by Mark Russinovich (CTO of Microsoft Azure) and Scott Hanselman (VP of Developer Community at Microsoft). Their core argument: AI coding assistants are giving senior engineers massive productivity gains while creating a drag on early-in-career developers. The numbers are hard to ignore. In Microsoft's own Project Societas, seven part-time engineers shipped a consumer-ready preview in 10 weeks with 98% AI-generated code. Here's the uncomfortable truth for developers: AI doesn't replace the need for judgment, it amplifies the gap between those who have it and those who don't. You can't verify what you don't yet understand. That's not a criticism. That's a stage of growth every one of us went through. And here's the uncomfortable truth for leaders: if we only optimize for senior throughput and stop investing in growing juniors, we hollow out the next generation of technical leadership. That's a five-year problem that starts now. Their proposed solution is a "preceptor" model, senior engineers deliberately mentoring 3-5 junior developers, making the growth of those engineers an explicit organizational goal. Not a nice-to-have. A core responsibility. To developers: this isn't a reason to panic. It's a reason to be intentional. Push past the AI-generated answer. Understand the why. Build the muscle. The engineers who learn to curate and verify AI output, not just consume it, will be the ones leading teams in five years. https://lnkd.in/eiPSnDv4Redefining the Software Engineering Profession for AIRedefining the Software Engineering Profession for AI
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Gennaro Cuofano liked thisGennaro Cuofano liked thisI’m excited to announce that Raia Hadsell, VP of Research at Google DeepMind, will be speaking at The Research and Applied AI Summit (RAAIS) on June 12 in London. Raia first joined us at RAAIS in 2017. Since then, her work has helped shape some of the most important areas in AI: continual learning, robotics, navigation, and now frontier systems. She has contributed to foundational ideas like metric learning and elastic weight consolidation, and more recent work spanning embodied intelligence and frontier models. That range is exactly why I’m so excited to welcome her back for the 10th edition of RAAIS. If you want to understand where AI is heading, from catastrophic forgetting to robotics to frontier research, this will be a session not to miss. Request to join us at raais(dot)co
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Gennaro Cuofano liked thisGennaro Cuofano liked thisAI is Already Building AI: my conversation with Mostafa Dehghani, a top AI researcher at Google DeepMind. We cover AI loops, recursive self improvement, continual learning and the latest in frontier AI. YouTube: https://lnkd.in/e-EBwB8S Spotify: https://lnkd.in/ehgVc3x9 Apple Podcasts: https://lnkd.in/ejYba68C
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Gennaro Cuofano liked thisGennaro Cuofano liked thisGemma 4 is here. 💻 We’ve built a new family of open models based on the same world class research and tech as Gemini 3. “Open” means the model weights are yours to download, customize, and run on your own hardware. ⚖️ Four sizes: High-performance versions for workstations (31B Dense & 26B MoE) and highly optimized “Edge” versions (E4B & E2B) built specifically for mobile. 🧠 Advanced reasoning: Capable of multi-step planning and deep logic with native vision and audio support. 🤖 Built for agents: Native tool use lets you build autonomous systems that can actually do things, like search databases or trigger APIs. 🔒 Apache 2.0 License: Complete flexibility to build, fine-tune, and deploy however you want. Start building with Gemma 4 now in Google AI Studio. You can also download the model weights from Hugging Face, Kaggle, or Ollama. Find out more → https://goo.gle/4cb8LBE
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Gennaro Cuofano liked thisGennaro Cuofano liked this50 Years of Apple! What an incredible company. From the early days of the #iPod to bringing the #iPhone into the world, some of the most formative years of my career were at Apple. The teams and breakthroughs stay with you, and so does how Apple thinks. A few lessons that have held true across decades: 1) Start with the user, not the tech. The best products don’t begin with what can we build but what problem actually matters. Tech is the tool. 2) Focus is everything. Apple is as much about what it says no to as what it builds. Great products come from ruthless prioritization NOT feature accumulation. 3) End-to-end matters. Hardware, software, services, it all has to work together. You can’t hand off the experience and expect magic. 4) Details are the core memory unlock. The way something feels in your hand, how fast it responds, how intuitive it is. These seemingly small things are what users remember. 5) Great teams debate hard but commit fully. The best ideas don’t come from consensus. They come from passionate, hard, sometimes uncomfortable conversations and then unified execution. 6) Build for the long term. Trends come and go. Enduring products solve real human needs and stand the test of time. We’re in another moment of massive technological change right now. But the fundamentals haven't changed. The companies that win build something people actually use and can’t imagine living without. Congrats to everyone who has been a part of Apple's 50 years, the innovators, the leaders, the customers, the Apple lifers, the Macworld nerds (the feeling of reading those magazine from cover to cover will never be forgotten!)... The Apple community is one of a kind, and we all get to celebrate today how Apple has impacted our lives. Looking forward to what Apple will bring into the world next!
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Gennaro Cuofano liked thisGennaro Cuofano liked thisThe New York Times called us "SportsCenter for the LinkedIn crowd." While Jordi and I don't really watch sports, we follow tech and business with that same energy. Grateful to Mike Isaac and for interviewing us to capture what we’re building at TBPN. We joke that tech news doesn't make it to LinkedIn until a week after we all talk about it on X, but if you want to help us close the gap to five days, sign up for TBPN's newsletter and watch technology's daily show live from 11am – 2pm PT: tbpn.com
Experience & Education
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WordLift
View Gennaro’s full experience
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Courses
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Advanced Corporate Finance- Professor Thomas Copeland, Ph.D.
GSBA 522
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Business Strategy
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Corporate Finance
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Corporate Strategy
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Entrepreneurship
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Operations Management
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Supply Management - Professor Simon Croom
GSBA 561
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Sustainable Business Model - Professor Jaime Alonso Gomez, Ph.D.
GSBA 517
Projects
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Europe: Strenght in Union
See projectShow about the implications of the European Crisis. Gathered data, prepared presentations, corresponded from Rome on European economic situation.
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Financial Fraud and Libor's Manipulation
See projectCollaborated in the production of the show about Libor's Manipulation scandal. Gathered economic data. Interviewed:
- Mario Baldassarri, former Italian Treasury vice minister
- Carmine Di Novia member of the ESME (European Securities Market Expert Group) at the European Commission.
Tackled important issues related to international fraud and manipulation -
GOODYEAR Marketing Research
Goodyear project:
- Overall conjoint analysis
- Customers conjoint analysis
- Targeting/Positioning
- Analysis of competitors
- Customer's perceived value
- Prices of indifference
- Marketing politics (short/medium/long term decisions)Other creators -
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Corruption's Partners
See projectAssisted in developing the show. Attended several events, including the World Bank Annual Committee, with Robert Zoellick, World Bank President and John Lipsky as Interim IMF President. Participated at the meeting with Professor Vito Tanzi, Honorary President of IIPF. Performed macroeconomic researches and analysis regarding growing corruption worldwide.
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Dodd Frank Financial Reform
See projectAttended Congress and Senate discussions about Dodd Frank reform. Analyzed and collected data about implication of Dodd Frank Reform.
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LUXOTTICA LBO Private Equity- Professor Andreas Angelopoulos
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Private Equity and Venture Capital: We analyzed a Growth Capital operation. It is a type of private equity investment, most often a minority investment, in relatively mature companies that are looking for capital to expand or restructure operations, enter new markets or finance a significant acquisition without a change of control of the business.
I analyzed together with my Team, Luxottica. We made the assumption that Luxottica was not listed and determined its valuation based on several…Private Equity and Venture Capital: We analyzed a Growth Capital operation. It is a type of private equity investment, most often a minority investment, in relatively mature companies that are looking for capital to expand or restructure operations, enter new markets or finance a significant acquisition without a change of control of the business.
I analyzed together with my Team, Luxottica. We made the assumption that Luxottica was not listed and determined its valuation based on several methods used in Private Equity.
The main valuations were:
1- DCF 2- Comparables 3-LBO model, both simple and complex
In conclusion we compared the valuations and we performed a stress analysis to understand how the IRR changed with passing through a normal scenario to a stress case scenario. Therefore we determined if the operation was convenient.
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Languages
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Italian
Native or bilingual proficiency
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English
Full professional proficiency
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Spanish
Full professional proficiency
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