How Innoliving Is Putting AI to Work
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Danilo Falappa describes a practical approach to AI: connecting sales channels, improving customer support and giving people more time for analysis and decisions.
An original SMT editorial summary by The Editorial Board. Danilo Falappa is the subject, not the author of this text.
Source note: This original SMT summary draws on Véronique Angeletti's interview with Danilo Falappa in Corriere Adriatico, 20 September 2026, page 3. It is not an SMT interview or a translation of the newspaper article. Company practices and benefits below are reported by Falappa in that interview, not independently verified by SMT.
A Business Problem Before a Technology Project
Selling through a shop, a company website and an online marketplace creates different demands on the same business. Product information has to fit each channel. Customer questions arrive through different routes. Keeping these activities consistent can become a growing burden.
In his interview with Corriere Adriatico, Innoliving's General Manager, Danilo Falappa, describes AI as a response to that practical problem. His aim is to support competitiveness without losing the company's family-business identity or replacing its people. The emphasis is on changing how work gets done, rather than adopting AI for its own sake.
Connecting the Work
Falappa describes two main areas of work. For direct digital sales, Innoliving has moved its brands' websites onto a shared technology base, using AI-assisted development. He says this has reduced development time and cost and made the company less dependent on outside suppliers.
Inside the business, the company has developed a platform that brings customer-support requests from its sales channels into one system. AI helps classify requests, suggest responses and identify recurring problems. The purpose is to give staff a clearer view of what customers need and reduce fragmented handling of the same kinds of questions.
Product Information Comes First
Behind those visible services sits a less visible requirement: reliable product information. Falappa describes an internal system for technical sheets, images, certifications, documents and translations. AI helps enrich that material and bring it into consistent formats.
For a business selling through several channels, this information affects how quickly a product can reach a market or a new channel can open. Falappa presents the work as a team effort involving internal colleagues and professionals hired for the project. Integration with the company's new management system is part of that work, rather than a separate AI experiment.
More Time for Judgement
The benefits Falappa reports are practical. Some activities that previously took days now take hours. He also points to greater independence from external agencies and expensive software, faster customer responses and more consistent information.
His account places people at the centre of the change. As repetitive tasks become less demanding, staff can spend more time on analysis and decisions. These are qualitative claims from the interview, not a published audit of productivity, costs or employment outcomes.
The Limits Matter
Falappa also identifies risks. Poor input data can spread errors quickly, while AI-assisted content can become too uniform. A further danger is assuming that technology can fix a problem that is actually organisational.
His account offers a useful way to frame AI adoption: start with the work, improve the information it depends on, and keep responsibility with people. For SMT readers, the value of this example lies in that sequence. The technology is a tool for a defined business purpose, not evidence that every business should use the same system.
About Danilo Falappa
Danilo Falappa is General Manager of Innoliving and Country Vice President, Italy, at Salvator Mundi Global.
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