Banca Monte dei Paschi di Siena — Learning Derivatives Sales from the Trading Floor

Marco SIMONETTI

In this article, Marco SIMONETTI (ESSEC Business School, MSc in Finance, 2025-2027) shares his experience as an Off-Cycle Sales & Trading Derivatives Intern at Banca Monte dei Paschi di Siena in Milan. The internship gave me direct exposure to how a corporate and investment banking desk transforms market information into practical hedging and trading solutions for corporate clients.

My role sits at the intersection of markets, corporate finance and client advisory. On one side, I follow macroeconomic and market developments in real time; on the other, I help translate those developments into concrete ideas for clients exposed to commodities, foreign exchange and interest rates.

About the company

Banca Monte dei Paschi di Siena (MPS) is one of the major Italian banking groups and is widely known as the world’s oldest bank still in operation, with origins in Siena in 1472. Today, the Group operates across retail banking, corporate banking, wealth management and capital markets activities.

My internship is based in Milan, within Sales & Trading Derivatives. The desk works with corporate clients that are exposed to fluctuations in commodity prices, exchange rates and interest rates. For example, an industrial company may need to hedge the cost of energy or raw materials, while an exporter may need to manage the risk that currencies move against its future revenues.

The value added by this type of desk is not simply to sell a financial product. It is to understand the client’s business model, identify the risk exposure, structure an appropriate solution and coordinate with traders to deliver an executable price. In other words, the role combines technical knowledge, market timing and commercial judgment.

Logo of the company.
Logo Bbanca Monte dei Paschi di Siena
Source: Banca Monte dei Paschi di Siena.

My experience as a Sales & Trading Derivatives Intern

My missions

Client coverage and needs identification: I supported the coverage of a portfolio of around 20 clients, helping identify hedging and trading needs across commodities, foreign exchange (FX) and interest rates. In practice, this meant understanding what each company buys, sells, imports, exports or finances, and how market volatility can affect its margins, cash flows and planning.

Market intelligence: I prepared real-time market reports and macro-driven trade ideas using Bloomberg. Bloomberg is a professional financial data platform used by banks, asset managers and corporates to monitor market prices, news, analytics and execution tools. My work involved following central-bank decisions, inflation data, interest-rate curves, energy markets and metals prices, then summarizing the implications for clients.

Product structuring: I worked on vanilla and semi-structured products such as forwards, swaps, options, collars and TARNs. A forward locks in a future price or exchange rate; a swap exchanges one stream of cash flows for another; an option gives protection or upside participation; a collar combines options to create a protection band; and a TARN (Target Redemption Note) is a structured product that terminates when a predefined target is reached.

Pricing and execution support: I worked day to day with traders to understand derivative pricing, bid-ask spreads and Greeks. The bid-ask spread is the difference between the price at which a dealer is willing to buy and the price at which it is willing to sell. The Greeks are risk measures used for options: for example, delta measures sensitivity to the underlying price, vega measures sensitivity to volatility and theta measures sensitivity to time decay.

Transaction process: I followed transactions from the client request to trade execution. This made me understand that the job requires both technical precision and process discipline: the client problem must be clearly identified, the structure must be suitable, the price must be executable and the documentation must be aligned with internal and regulatory requirements.

Commercial impact: From a core group of clients, the activity contributed approximately EUR 10k of daily revenues, primarily across oil & gas, energy and metals. This gave me a concrete view of how client relationships, market timing and product structuring can translate into measurable business results.

Required skills and knowledge

Hard skills: The internship requires knowledge of derivatives, fixed income, FX, commodities, option pricing, Bloomberg, macroeconomics, financial modeling and risk management. It also requires the ability to understand payoff profiles, compare hedging alternatives and interpret market data quickly.

Soft skills: The role also requires clear communication, attention to detail, speed under pressure and the ability to simplify complex market information. In derivatives sales, technical knowledge is useful only if it can be translated into a clear and relevant message for the client.

What I learned

The main lesson I learned is that derivatives sales is a bridge between markets and the real economy. A company does not hedge because a model says so; it hedges because volatility in oil, gas, metals, currencies or interest rates can directly affect its margins, debt service or investment plans.

I also learned that the quality of a trade idea depends on three elements: the market view, the client fit and the execution level. A correct macro view is not enough if the product is too complex for the client, too expensive to execute or misaligned with the company’s risk appetite.

Finally, the experience showed me the importance of discipline. Every price, spread, scenario and payoff profile must be checked carefully because derivatives can create both protection and risk. This is why sales and traders must work closely together before a transaction is executed.

Financial concepts related to my internship

I present below three financial concepts related to my internship experience:

Hedging with derivatives

Hedging means using financial instruments to reduce exposure to an unwanted risk. In my internship, typical risks include commodity price risk, FX risk and interest-rate risk. A commodity consumer may use swaps or options to stabilize future input costs; an exporter may use FX forwards to lock in an exchange rate; and a borrower may use interest-rate derivatives to reduce uncertainty around future financing costs.

Bid-ask spread and market making

The bid-ask spread is the difference between the price at which the bank can buy and the price at which it can sell a product. In derivatives, this spread compensates the bank for liquidity, hedging costs, market risk and operational complexity. Understanding the spread is important because it affects both the client’s execution level and the bank’s revenue.

Greeks and option risk management

The Greeks measure how the value of an option changes when market variables change. Delta measures sensitivity to the underlying price, gamma measures the change in delta, vega measures sensitivity to volatility, theta measures time decay and rho measures sensitivity to interest rates. These measures help traders hedge the risks created by client transactions and manage the desk’s exposure.

Why should I be interested in this post?

This post is relevant for ESSEC MiF students because it shows how financial theory becomes operational in a real banking environment. Courses on derivatives, portfolio management and financial markets provide the analytical foundation, but the internship shows how these tools are used under time pressure, with real clients and real market constraints.

For students interested in sales & trading, corporate banking or risk management, the role demonstrates that technical excellence and commercial understanding must go together. The best solutions are not necessarily the most complex ones, but the ones that are suitable, executable and useful for the client.

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Useful resources

Banca Monte dei Paschi di Siena — Group website

Banca MPS — Commodity derivatives

Banca MPS — Foreign exchange derivatives

Banca MPS — Interest-rate derivatives

About the author

The article was written by Marco SIMONETTI (ESSEC Business School, MSc in Finance, 2025-2027), based on his experience as an Off-Cycle Sales & Trading Derivatives Intern at Banca Monte dei Paschi di Siena in Milan.

   ▶ Discover all articles by Marco SIMONETTI

Cristoforo Travel — From Zero to Exit: My Founder Story

Marco SIMONETTI

In this article, Marco SIMONETTI (ESSEC Business School, Master in Finance, 2025-2026) shares his founder experience building, scaling, and exiting Cristoforo Travel (2021-2025), a traveltech venture focused on B2B software and analytics for travel agencies and tour operators.

About the company

I founded Cristoforo Travel in early 2021 to help travel providers rebound after the pandemic with better technology and analytics. A traveltech company applies digital tools to the travel industry: for example booking engines, payment integrations, inventory management, pricing automation, customer data, and forecasting models. In our case, the objective was to help travel agencies and tour operators sell more efficiently, integrate fragmented systems, and use data to improve margins.

The company combined consulting with custom development to integrate booking and payment rails, automate inventory and pricing, and deliver lightweight forecasting tools. This hybrid model generated revenue quickly while compounding reusable IP. IP, or intellectual property, refers to proprietary assets that a company owns or controls; for Cristoforo Travel, this included connectors, software modules, analytics templates, and technical documentation that could be reused across clients. Reusing this IP reduced implementation time over successive engagements and made each new project easier to scale.

Our clients were mainly travel agencies and tour operators, ranging from independent agencies to larger B2B accounts. Among the most recognizable names, we worked with clients such as Alpitour and Evaneos. The value added was practical and measurable: we helped clients connect booking and payment systems, structure cross-selling flows, improve inventory visibility, and test pricing or demand assumptions with data instead of intuition. Cross-selling is now common across tourism: once a traveler buys a flight, hotel, or package, providers try to add insurance, transfers, activities, excursions, upgrades, or ancillary services. Our role was to make those add-on opportunities easier to manage and monetize for professional travel sellers.

The competitive landscape included traditional booking engines, travel CRM/ERP providers, destination-management software, and larger travel technology platforms used by agencies and tour operators. We competed less on brand size and more on flexibility, speed of integration, and the ability to combine product development with hands-on business consulting. Compared with large off-the-shelf platforms, our added value was the capacity to customize workflows for each client while gradually transforming repeated requests into reusable software modules.

Over time, I built a global partnership footprint – more than 90 partners across six continents – and secured enterprise-level agreements that pressure-tested reliability, security, and scale. Commercially, the business reached approximately €2 million in annual sales. As is typical in B2B travel services, gross margins were relatively low and varied by contract, usually between 5% and 20%, with an average of around 10% over five years. After operational costs and personnel expenses, the business generated approximately €30k-€40k per year of personal income for me, which I used to finance my studies abroad.

In June 2025, I sold my shares through a clean share sale. Due to confidentiality obligations, I cannot disclose the name of the acquiring company. However, I can say that it is listed on a Milan startup/SME stock market segment and operates with a business model very close to ours, which made the strategic fit natural.

Logo of the company.
Logo of Cristoforo Travel
Source: the company.

As founder and CEO, I led capital raising, product and delivery, sales and partnerships, and financial planning – owning the P&L, forecasting, and investor relations.

My experience as founder at Cristoforo Travel

My missions

Capital & financing: I raised €200k in seed funding from two angel investors to accelerate product and commercial rollout. I built a lean operating plan that linked hiring and product sprints to cash runway. Cash runway is the number of months a company can continue operating before running out of cash, based on its cash balance and monthly burn rate.

Product & delivery: I shipped integrations for booking and payments, pricing automation, and demand-forecasting tools. I balanced bespoke implementations with reusable modules: the first projects were more customized and lower-margin, but each engagement helped us identify features that could later become standardized modules.

Go-to-market: I created partnership playbooks, prospected and closed over 90 global partners, and established enterprise agreements with travel agencies and tour operators. I showcased our solutions at international trade fairs to generate pipeline, validate pain points directly with buyers, and compare our positioning against larger travel technology providers.

Data & strategy: I developed macro leading-indicator models for Southern Europe to guide market sequencing, inventory focus, and pricing experiments. These models helped prioritize which geographies, destinations, and product categories were more likely to convert depending on demand signals and seasonality.

Exit & integration: I negotiated a clean share sale in June 2025. A clean share sale means selling shares through a straightforward transaction with limited unresolved liabilities, clear ownership transfer, and clearly defined post-closing obligations. After the transaction, the technology and client logic were prepared for integration into the acquiring company, whose name I cannot disclose for confidentiality reasons. The acquirer is listed on a Milan startup/SME stock market segment and has a business model very similar to Cristoforo Travel.

Required skills and knowledge

Hard skills: financial modeling and runway management, pricing and unit economics, SaaS implementation and systems integration, data analysis for forecasting, and contract structuring, including SLAs, security, and compliance. SaaS means Software as a Service: software delivered online, usually through a subscription or recurring-fee model, instead of being installed and maintained locally by each client. SLA means Service Level Agreement: a contractual commitment that defines expected service quality, such as uptime, response times, support obligations, data protection, and remedies if service levels are not met.

Soft skills: enterprise sales storytelling, stakeholder management with investors, partners, and customers, cross-functional leadership, negotiation, and execution under uncertainty. In a small traveltech company, the founder often has to sell to clients, translate their operational problems into technical specifications, manage developers, and keep cash discipline at the same time.

What I learned

I learned that in traveltech, the best product ideas often come from concrete client problems. Our clients – travel agencies and tour operators, including accounts such as Alpitour and Evaneos – did not simply want software; they wanted fewer manual operations, better cross-selling, faster integrations, and more reliable data for pricing and inventory decisions. Competitors were often larger platforms or generic booking/CRM systems, but our advantage was speed, customization, and the ability to turn repeated client requests into reusable modules.

I also learned that consulting and development can fund product while accelerating learning. With around €2 million in annual sales, margins in B2B travel remained tight: contracts usually delivered 5%-20% gross margin, with an average around 10% over five years. This forced disciplined capital allocation. After costs and personnel, the company generated around €30k-€40k per year for me personally, enough to finance my studies abroad. That outcome taught me that a startup does not need to become a unicorn to create real value: it can also finance education, build professional credibility, and create strategic exit options.

Finally, selling at the edge of the roadmap validated security and compliance early, while clean interfaces and documentation made future M&A or platform integration smoother. The most important lesson was that sustainable growth depends on linking product decisions to client demand, cash discipline, and unit economics rather than chasing growth for its own sake.

Financial concepts related to my startup project

I present below three financial concepts related to my founder experience:

Seed financing, dilution & runway

Raising €200k from angel investors required balancing valuation and dilution with the operating runway necessary to reach commercial milestones. I built cash-flow forecasts, set hiring gates, and linked product sprints to liquidity checkpoints to avoid premature scaling. In practice, runway management meant asking: how many months can we finance development, sales, and support before the next cash inflow or funding milestone?

Unit economics & operating leverage

Our hybrid model began with lower margins from custom work but improved contribution as reusable modules, connectors, and templates reduced delivery time. Tracking gross margin by engagement type and CAC payback by partner cohort guided where to standardize and where to remain bespoke. Since B2B travel margins can be low, the key was to increase repeatability: each reusable connector or analytics template improved future unit economics.

Valuation, deal structure & integration

For my share sale in June 2025, I evaluated considerations beyond the headline price: representations and warranties, transition obligations, confidentiality, and the strategic value of integration into a listed company with a similar business model. Clean interfaces and documentation lowered integration risk and preserved the long-term value of the technology.

Why should I be interested in this post?

If you are an ESSEC MiF student curious about venture building or fintech-adjacent B2B business models, my story shows how financial discipline can combine with product-market execution to create real optionality. B2B means business-to-business: a company sells products or services to other companies rather than directly to consumers. In my case, Cristoforo Travel sold to travel agencies and tour operators, so success depended on enterprise trust, integrations, contract discipline, and measurable ROI for professional clients.

The broader advice is simple: start from a painful operational problem, sell early, measure margins contract by contract, document everything, and build reusable assets whenever a client request repeats. That combination can support profitable growth, finance personal and academic goals, and make a strategic exit more credible.

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Useful resources

Italian Ministry of Enterprises and Made in Italy — Startup innovative

Registro Imprese — Start-up innovative

Alpitour — Company website

Evaneos — Company website

About the author

The article was written in June 2026 by Marco SIMONETTI (ESSEC Business School, Master in Finance, 2025-2026).

   ▶ Discover all articles by Marco SIMONETTI