Today we are interviewing Valerio Focanti, CEO and Co-founder of Studio 5T, one of the companies collaborating with us within the EU4EU project, coordinated by EuGen – European Generation. Through this framework, companies like Studio 5T become part of a broader European network committed to supporting mobility, professional growth and hands-on learning.

Based in Rome, Studio 5T is an innovative technology company and fablab specialising in rapid prototyping and the development of advanced technological solutions, particularly in the biomedical field. The company works closely with startups, universities, hospitals and institutions, transforming ideas into concrete, high-impact solutions through research, engineering and digital manufacturing.

In this interview, Valerio shares his perspective on innovation, teamwork and the role of young professionals in a dynamic environment. He reflects on what he values most when working with trainees and young collaborators, explaining why attitude, curiosity and a sense of responsibility often matter more than technical skills alone.

1. What do you value most in young candidates at their first work experience?

I can tell you what we value most based on the candidates we’ve had so far — not many, but quite a few from universities. What matters most to us is the willingness to learn. Having the motivation to carry out any task that is assigned to you is essential. Sometimes what you are asked to do is not what you expected or imagined you would be doing, but being willing to do it anyway is what truly makes the difference.

2. What is the most common mistake young people make?

In a way, it’s the other side of the same coin. Sometimes they try to do things they don’t actually know how to do, or things they assume they know because they studied them. They may have theoretical knowledge, but they have never applied it in practice. As a result, they can get stuck trying to complete tasks they are not yet ready for. That is why we also look for humility. Humility helps a lot, because it allows them to learn and improve. Knowing how to ask questions is essential.

At our company, we give them real responsibilities. We do not offer ‘fake’ internships — when they arrive, we assign them a real project that genuinely matters to the company. The problem is that sometimes they do not complete it or do not fully understand how important it is for us. If a project is left unfinished, it becomes complicated for us. I have several projects that were left halfway, and I need to find someone else with similar skills to continue them, which makes everything more complex. It would be better if they simply said: ‘I’m not sure I can do this’ or ‘I need more support.’ It is always better to say: ‘This is as far as I can go — I need help to finish it.’ That would be ideal.

3. Is there a talent or characteristic that is often underestimated?

One quality that I believe is very underestimated is good manners and respect. Respect for others and consideration towards colleagues. Many people think technical skills are more important, but I believe education and respect are even more important because they help build a team that truly works well together. We learn and perform better when there is a positive team climate. Technical skills can be learned. Education and respect are much harder to teach — you either have them or you don’t. If someone doesn’t know how to use a machine, we can teach them.

4. What motivates your company to host trainees through European programmes? How important is international experience for your organisation?

We are interested in welcoming well-prepared young people who are motivated and willing to work and learn with us. At the same time, we want them to contribute actively and share what they know. For me, having different skills and backgrounds within the team is very important. The more diverse the group is — in terms of nationality, language and perspectives — the more both the company and the individuals benefit. Maybe because I grew up in Venezuela, I consider diversity essential for building a more international and open-minded company culture.

5. How do young trainees usually integrate into your teams?

As a company, we tend to hire young people and support their growth within the organisation. Most of our team members are between 20 and 25 years old. This makes integration easier, because when new trainees arrive, they join a young team and feel more comfortable. Since they are usually finishing their studies, they are around 22 or 23 years old, so they naturally fit into the group.

6. Which skills are hardest to develop once someone is already in the workplace?

Technical skills do not worry me. If someone has the right attitude, they learn very quickly how to use the machines properly and how to work with others. We have eight laboratories, each with its own technicians. Sometimes we organise cross-laboratory projects where they collaborate and learn from one another. If someone does not know how to use a specific machine, we pair them with someone who is highly skilled in it. In addition, we have a supervisor who oversees all technicians and evaluates their skills every six months. We do not expect anyone to know everything — that would be impossible, as there are too many things to learn. However, we do expect that every six months they have developed new skills.

7. What advice would you give to a student applying for their first traineeship?

When applying, do not use standard cover letters. I want to know who you are. I don’t want something generic. I want to understand what you like, what excites you, what you want to do, and even what you don’t want to do. I want to see the person behind the application — that is what makes the difference. For example, we hired a young woman we are still working with three years later. She even became the manager of a company we opened. She was a lawyer, which is not directly related to our field. But when she introduced herself and we started talking, we saw incredible energy and a willingness to take on any challenge. She is only 23 or 24 years old, but she is outstanding. Everything is possible — you just need motivation and determination.

8. In your company, I assume you use artificial intelligence in your daily work. What role does it play? And is it important for trainees to know how to use it?

Yes, absolutely. It is very, very important for them, for us and for everyone. The only rule we have established is this: you can ask artificial intelligence a question only if you already know the answer. If you do not know the answer, you should not ask the question, because if the AI ‘hallucinates,’ you will not notice it. If it provides something incorrect or nonsensical, you will not realise it either. That is why you need to understand the topic in advance. Artificial intelligence can articulate a concept better and explain it perfectly, but you must already know what you are asking for. If you don’t, you need to study first. You cannot start with a question about something you know nothing about — that is the biggest mistake people make when using AI.

The second mistake is using the output exactly as it is, without reviewing or adapting it. Artificial intelligence can provide a good foundation, an idea or a solid structure, but you need to add your own input and rewrite it as you would naturally write it yourself. According to a study published by Harvard Business Review, artificial intelligence has increased productivity only slightly, because people often spend time correcting content generated by others that has not been properly reviewed. When work moves up the chain and someone has to make a decision, if they read a text that has not been carefully checked, they often have to redo it or send it back for revision. That is where a lot of time is lost. The problem is not artificial intelligence itself, but how it is used. It may produce work that appears correct and well structured, but when someone has to make a decision, they realise that there is no real substance behind it.