I have been travelling around the world for more than ten years as a risk manager, an internal auditor and a compliance manager. Back in the early years of 2000, on a beautiful day, I realized that something was wrong in the way companies were functioning. On that day, a colleague of mine, late forties, died, in front of me in the office.
We did not call it burn-out at that time but the pressure at work strongly contributed to his collapse. This was the starting point of the thinking behind "Hu-Man".
I have come across many types of management in different countries and realized that most of
them did not take into account the most important part of company: The human asset.
I have been thinking for almost five years, on how inclusion, social cohesion and gender balance are determining factors for a company to make work a source of fulfilment for all of its employees. This is how "Hu-Man" is born.
"Hu-Man" has been created because we are at the dawn of a new way of thinking that will impact the economy while at the same time the way the workforce is seen in traditional capitalism is diminishing. Yet the opportunity for growth will remain for those companies which have the support of all their employees and as a consequence, of their investors.
To achieve ambitious goals it is now essential, even crucial, for companies to incorporate more humanism in their management approach and their operations. Nowadays, companies can no longer omit the human factor within them. 
It is this aspect that will become the winning variant of an unstoppable globalisation.