Interview with Roberta Vinciguera
COO of Vedalia

Roberta Vinciguera is a dynamic entrepreneur and seasoned manager with a strong international background and extensive expertise in product and project management, as well as go-to-market strategies. Throughout her career, she has consistently emphasized the importance of team management, firmly believing in the power and value of people in driving success. Since 2022, Roberta has served as Chief Operating Officer at VEDALIA S.R.L., a Family Office based in Lanciano. In this role, she contributes to strategic planning, oversees administrative and operational functions, monitors performance and budgets, and cultivates key stakeholder relationships.

Roberta is also the co-founder and a board member of PROSPER S.R.L., a Professional Trustee Company, where she helps shape the company’s vision and governance. Her most significant and formative professional experience was with VALAGRO S.P.A., a global leader in biotech solutions for agriculture. As global product management director, she led the global product team, spearheaded go-to-market initiatives, managed the innovation process, and played a key role in mergers and acquisitions.

Earlier in her career, Roberta held roles at ACRAF S.P.A., a pharmaceutical company, as product manager and regional account manager, and began her professional journey at UNILEVER S.P.A. as a national account manager and sales trainee. Roberta holds an Executive MBA from SDA Bocconi School of Management, a module in Global Finance from the Frankfurt School of Finance & Management, and a Master’s in Digital Marketing and Communication from Sole 24ORE Business School.

Q1. Can you tell us a bit about your journey into agriculture and how you came to your current role as COO of Vedalia? What accomplishments in your career have been most meaningful to you, and why?

My journey into agriculture has been anything but linear. It has been a dynamic evolution shaped by curiosity and resilience. I began my career in the fast-moving consumer goods sector with Unilever, then transitioned into healthcare with Angelini, before finding my calling in the BioAg industry at Valagro. Over 13 years at Valagro, I held multiple leadership roles, culminating in my position as global product management director. In this role, I truly understood the complexity and potential of agriculture—not just as a business, but as a force for global impact.

In 2022, I co-founded Vedalia, a Family Office focused on multi-generational wealth and strategic investment. As COO, I bring together my experience in executive management, strategic planning and innovation to ensure the efficiency of our operations.

One of the most meaningful accomplishments in my career has been building and leading high-performing teams that thrive on collaboration and purpose. At Valagro, I had the privilege of working with a group that upheld excellence and cooperation as non-negotiable values—even in a highly competitive environment. Leaving that team was one of the hardest decisions. But, it also affirmed my belief that leadership is ultimately about people: empowering them, trusting them and growing with them.

Q2. Agriculture has traditionally been a male-dominated industry. As a woman in a leadership role within agriculture, what challenges did you face, and how did you turn them into opportunities? What advice would you give aspiring leaders?

The challenges have been many, but I would like to highlight two in particular: gender bias and the constant need to prove myself. At a certain moment in my career, I was judged not just as a professional, but as ‘the wife of the boss.’ In some cultures, that might be seen as an advantage—but in my case, it added an extra layer of scrutiny. What truly changed everything for me was mentorship, especially from two visionary leaders who focused on and recognized my results, not my gender.

My advice to aspiring leaders is this: redefine leadership on your own terms. Embrace empathy, resilience and purpose as strengths. Seek out mentors, build your network and never underestimate the power of representation. And finally, when you are in the room, where women are underrepresented, pull up a chair for someone else.

Q3. What systemic barriers have you encountered as a woman in business, throughout your career and how have you worked to dismantle them—for yourself and others?

As said, throughout my career, I have encountered several systemic barriers that many women in business will recognize: persistent gender bias, limited access and mentorship, and the constant pressure to prove oneself—often more than once. One of the most difficult challenges was navigating leadership in environments where assertiveness in women was often misinterpreted. Traits like decisiveness and ambition typically celebrated in male leaders, were sometimes viewed as “too much” when expressed by women.

It is a double bind that many of us face: if we lean in, we are seen as aggressive; if we do not, we are not seen as leadership material.

Another barrier was perception. At one point in my career, I had to work twice as hard to be taken seriously. Not only because of being a woman but also because of being the spouse of a senior executive. This experience taught me the importance of meritocracy and the power of having a mentor who sees beyond labels.

I have also experienced the famous “second shift”; the mental and emotional load of balancing leadership with motherhood. As a mother of twins, I know firsthand the invisible labor many women carry. But I believe maternity can be a masterclass in leadership. I truly recognize Maternity As A Master rule – MAAM. It teaches resilience, empathy and strategic multitasking like nothing else.

To dismantle these barriers, I have focused on three things: Calling out inequality when I see it; Investing in women through mentorship and support; and Redefining leadership to include empathy, vision and collaboration—not just dominance.

Q4. You have moved from BioAg to the finance industry, which is known for its fast pace and high pressure. How do you stay motivated and continue growing as a leader in such a demanding environment?

Curiosity and conviction continue to be my driving forces. In finance, where the landscape shifts rapidly and the stakes are high, staying motivated means staying intellectually agile. In finance as well as the BioAg sector, both are evolving rapidly; skills like agility, lifelong learning and a willingness to embrace change are fundamental. Moreover, growing as a leader means growing as a person, so growth is not just professional but it is deeply personal.

I strongly believe in leading with empathy and unlocking people’s potential, creating environments where individuals feel empowered to grow and contribute meaningfully.

Q5. Which is the reason for change? There is growing evidence that gender diversity in leadership is not just a matter of equity—it is also good business. What is your perspective on this, and how do you interpret the data supporting it?

Absolutely. Gender diversity in leadership is not only a moral imperative, it is a strategic advantage. According to a McKinsey report, companies in the top quartile for gender diversity on executive teams are 25 percent more likely to have above-average profitability.

These findings are echoed across multiple studies, confirming that diversity drives performance. For example, firms with over 50 percent women in senior roles have shown double-digit growth, even outperforming major market indices. During times of crisis, companies with more women at the top demonstrate greater resilience and stronger returns on equity.

It is not just about numbers. Organizations with more women leaders also report higher employee satisfaction, better perceptions of pay equity and stronger ESG performance. These are not soft metrics, they are indicators of long-term value creation. The challenge now is to move from isolated success stories to systemic change—ensuring that leadership pipelines are inclusive and that women are empowered to shape the future of business.