THERE IS A BEFORE AND AFTER in the entrepreneurial journey of Riccardo Rossi
(pictured). The “before” dates back to 2008, when he founded STR Research & Innovation. It was the start of an adventure in mechanical design, one that has evolved over time, driven by a clear vision: to combine ingenuity, technology, and education to create real solutions capable of transforming production methods. In 2015, Redorange Srl was officially established—an innovative startup with the goal of expanding its technical offering and introducing a new generation of services: industrial automation, mechatronic simulation, virtual and augmented reality, document digitalization, and technical and professional training. But Redorange has always been more than just a company. It is a living laboratory of ideas, a bridge between the present and the future. Training is also at the heart of Redorange. Through its Academy, in collaboration with ITS, IFTS, and
employment agencies, the company has trained over 250 professionals who are now successfully employed in the industrial sector.
“The value of research has always been intertwined with action,” explains Riccardo Rossi. “Prestigious awards, collaborations with international players, and even contributions to globally significant projects such as the ITER Tokamak fusion reactor—it’s all been driven by a creative vision that is reflected even in the company’s name”.
Until February 22nd of this year—after that day, everything would change forever.
“That change did not weaken the vision—on the contrary, it strengthened it.”
What happened that day?
“That Saturday, February 22, 2025, seemed like any other. A productive morning: a light jog at dawn to clear my mind, followed by time spent with my son Gianmarco at a go-kart track—a shared passion, both fun and unifying. The afternoon passed with the usual operational spirit. Nothing hinted at what was about to happen. After a shower, my body sent an unexpected signal. A strange feeling, a sudden void. A collapse. I barely managed to call the person beside me before losing consciousness. It was a moment. My heart stopped. My breathing ceased. Time slowed down. The person with me at home immediately called emergency services (118), but didn’t stop there. They reached out to Ignazio, my downstairs neighbor. Together, they lifted me from the bed, laid me on the floor, and, following instructions over the phone from the 118 operator, began chest compressions. Then came the ambulance, led by Dr. Filomena Egidi and a team of expert, focused, and determined professionals. These weren’t volunteers—they were highly trained healthcare personnel, which ensured rigor, method, and continuity of action. The resuscitation effort was long, complex, dramatic. Three oxygen tanks were used, five adrenaline injections, and two defibrillations. Neighbors Gioacchino, Ida, and Matteo, alerted by my dear friend Luca Michettoni, actively supported the medical team—fetching oxygen from the ambulance, managing logistics, and calling the Fire Department to help navigate the narrow apartment stairway. After more than 40 minutes of intervention, my heart started beating again. A result that felt like a miracle, but was in fact the outcome of perfect synergy among trained individuals, teamwork, and medical expertise. At the San Benedetto del Tronto hospital, I was admitted to the emergency room and transferred to the intensive care unit. CT scans, EEGs, lab tests: no neurological damage. My heart had restarted. My brain was unharmed”.
“Is that where the ‘after’ begins?”
I came out of that experience with a new outlook. My body suffered, but my spirit was reborn. From this realization, a new philosophy was born—one that has become a strategy. At Redorange, a leader is not just a decision-maker. They are an inspirer, a guardian of the future, a builder of legacy. Redorange will no longer be just a design and consulting partner: it will become a manufacturer of high-tech solutions, producing complete machines and systems with advanced technological content. The shift is decisive: from technical studio to high-value-added manufacturing company, capable of integrating AI, IoT, digitalization, and the paradigms of Industry 4.0 and 5.0 into every product we create. To support this transformation, we have already initiated major structural investments. We are searching for a new headquarters—larger and more functional—with dedicated areas for assembly and testing. We have started purchasing new machinery and production systems. We are building a new IT infrastructure, with state-of-the-art servers and hardware designed to support current and future Artificial Intelligence applications. In short, we aim to implement a true product culture—one that starts with design and ends with delivery.
Is Redorange’s rebirth also rooted in people’s well-being?
“The company has already adopted a shortened workweek, freeing up Fridays to
encourage personal time, family life, and individual passions. It’s not just a reward—it’s a corporate philosophy: more balance, more motivation, more creative energy. At the same time, continuous training programs will be strengthened, both technical and personal.” Will this new direction lead to an increasingly international Redorange? “Redorange is also embracing an international vision. It aims to become a benchmark of excellence in the industrial automation sector—a point of reference for those who believe that progress must be human, technological, and sustainable at the same time.”
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