FEDERICO ZAMPONI
Before execution, there is framing.
Before messaging, there is shared thinking.
That is where I work.
My practice spans Brand & Narrative Strategy, Strategic Communication, Positioning, and Leadership and Organizational Narrative. I work with companies, founders, and leadership teams that need to define the structure, stakes, and language of complex problems before they become campaigns, decks, launches, stakeholder messages, or internal narratives.
My experience in Creative Direction: 20+ years across agency networks, independent practice, and global brand work. Today, the work centers on complex problems under ambiguity: moments when the message is unclear because the underlying direction has not yet been fully formed.
This background includes work for Nespresso, Verizon, adidas, PUMA, Aldar Group, GM/Chevrolet, Coca-Cola, PepsiCo, and McDonald's, among others, across McCann Milan, M&C Saatchi Dubai, The Community, OLIVER, Commonwealth//McCann, and Ogilvy. My foundations were shaped at Agulla & Baccetti, then ranked among the world's top agencies by the Gunn Report.
Several recent assignments are confidential or NDA-covered. I'm comfortable working on sensitive material: repositioning, leadership narrative, stakeholder messaging, and internal communication during transition.
Based in Buenos Aires. Available for U.S., European, and global engagements.
Visibility is often the wrong objective. Clarity is the one that compounds.
THINKING
Most requests for better communication are requests for clearer thinking. A team asks for a sharper line, a stronger deck, or a more effective message. Underneath, the direction has not been fully set yet, and language can only be as clear as the decision behind it.
That is why the work starts earlier than most communication work does: at the point where the structure, stakes, and language of a problem are still being defined. That is where I'm most useful to companies, founders, and leadership teams working out what something is before they say it out loud.
Language is often the bottleneck.
But more often, it is where unclear thinking first becomes visible.