TALIA was born with a clear vision: to build a new work model where people, technology, and artificial intelligence coexist harmoniously. The starting point is simple and radical: complexity should not rest on people's shoulders, but on machines' shoulders. People must regain time, clarity, and space for what no algorithm can replace: creativity, critical thinking, relationship skills, vision.
From this vision, Orchestra was born: a digital infrastructure designed not as the umpteenth management software, but as an intelligent collaboration ecosystem. Orchestra connects companies, project managers, and freelancers, managing organizations, accounting, training, and economic distribution of projects in an integrated way. The guiding principle is clear: technology organizes, human beings create.
The context in which Orchestra emerges is a work world undergoing structural transformation. Digitalization and the accelerated adoption of artificial intelligence are redefining the boundaries between company, individual, and society. Companies embark on digital transformation journeys, invest in automation and new tools, but face two constant problems: the difficulty of finding adequate skills and system fragmentation. At the same time, independent work is growing globally, with tens of millions of people working as freelancers or autonomous professionals, often without protection, continuity, or real recognition of their value.
The result is a paradox: talent is widespread but dispersed; companies seek flexibility but lack reliable infrastructure to find, organize, and value it. The digital work market, despite being one of the main drivers of the contemporary economy, is marked by isolated platforms, volume-oriented marketplaces rather than quality, agencies that don't always guarantee transparency and continuity. Companies struggle to build qualified teams quickly, project managers are overloaded with operational and fragmented activities, freelancers must chase projects, fees, and visibility in a competitive and often opaque ecosystem.
To this is added a systemic bottleneck: the times for selection, activation, and training of resources. Hiring processes last weeks, sometimes months; onboarding is often superficial; training paths are not integrated with real projects. In this scenario, digital work becomes slow, fragmented, and costly. Companies fail to react quickly enough to changes, while professionals remain on the margins of processes that are rarely truly meritocratic.
Orchestra was born to overturn this logic. It entrusts machines with what is complex: organization, planning, coordination, workflow automation, economic control and reporting. It returns to human beings what is essential: thinking, creating, leading. Artificial intelligence is not a substitute for human work, but an invisible infrastructure that organizes, connects and simplifies.
The operational model introduced by Orchestra is Team as a Service. It no longer starts from individual freelancers proposing themselves for isolated assignments, but from multidisciplinary teams designed around an objective. The company expresses a need, a project, a problem to solve. The AI engine analyzes skills, complexity, budget, time and automatically composes a team of validated professionals, coordinated by a certified project manager. In turn, the project manager is supported by artificial intelligence agents that manage planning, reminders, reporting, cost and deadline monitoring, freeing up their time for strategic project guidance.
Economic flows are managed in two phases: initially through integration with established payment systems, then through a layer of smart contracts that automates fund deposit, payment release upon milestone completion, traceability and audit. The entire project lifecycle — from user onboarding to team creation, from execution to reporting — lives in a single interface: a shared dashboard and drive, where every document, data, file and indicator remains organized and accessible over time. Each project thus becomes an autonomous micro-ecosystem, but connected to the central infrastructure, which accumulates knowledge and reputation.
Benefits are distributed throughout the chain. Companies obtain ready teams in reduced time, reduce management complexity and average costs, obtain real-time control over returns, progress, team performance. Project managers transform from "chaos managers" to strategic directors, thanks to the continuous support of AI agents. Freelancers obtain certain payments, a certified reputation, tools to manage earnings and professional positioning in a structured way. TALIA, as orchestrator of the infrastructure, sees an ecosystem grow that feeds itself with data, knowledge and new opportunities.
Orchestra's economic model is built to be scalable and sustainable. It is based on two pillars: transactional revenues and recurring revenues. The former derive from commissions applied to projects managed on the platform, in proportion to value and complexity. Each project generates a fee that remunerates the technological infrastructure, governance, skills validation and operational support. Recurring revenues derive from premium subscriptions purchased by freelancers, project managers and companies. Freelancers, for example, after an initial free trial period, can activate a monthly subscription that offers priority in matching, advanced earnings analysis tools, integrated accounting, training and certification services. Companies and project managers can access additional monitoring features, integration with internal systems and dedicated assistance.
Alongside these main sources, Orchestra generates value through consulting and training services related to digital transformation and adoption of the Team as a Service model, through licenses and API integrations with third-party systems, and through the valorization, in aggregated and anonymous form, of data generated by projects. Each project produces not only revenue, but insights on skills, performance, times, costs: a database that feeds predictive models, benchmarks and governance tools for companies and institutions.
Over time, this model triggers three systemic effects. The network effect: the more users enter the platform, the more the quality of matching grows and the speed with which it is possible to compose effective teams. The knowledge effect: each project improves the algorithms, refines predictions, strengthens the ability to guide operational and strategic decisions. The reputation effect: performance over time generates measurable trust; those who work well accumulate recognition, reducing perceived risks and coordination costs for everyone.
From a financial perspective, Orchestra is designed to reach the break-even point between costs and revenues in relatively short time, thanks to a combination of growth in project volume and progressive increase in the subscription component. The model does not limit itself to "making margin" on transactions, but aims to build a stable base of recurring revenues that ensures predictability, investment capacity and resilience. Over a multi-year horizon, the platform aims to generate revenues of several million euros, with growing operating margins and a base of thousands of active freelancers.
In its first year, TALIA has already validated the Team as a Service model by working with real clients even before the platform launch, demonstrating that the approach works in the field and generates tangible value. The technological infrastructure has been developed progressively: first the MVP with matching modules, dashboard and drive; then the integration of payment systems; then the evolution towards smart contracts and increasingly advanced AI agents.
To accelerate this trajectory, TALIA is opening an investment round dedicated to three main axes: technological development, commercial growth, consolidation of the operational team and governance. The declared ambition is not to simply create a new startup, but to build a true infrastructure for the future of digital work: a system in which complexity is managed by machines, while value is born from collaboration between people.
In summary, Orchestra proposes a new language of work. Instead of adding another platform to an already crowded landscape, it builds a structure that relates talents, projects and technology in an orderly, measurable and meritocratic way. Each project becomes knowledge; each knowledge generates value; each value contributes to building a future in which technology and humanity are not in competition, but in alliance.
