My family has always guided the company; my father and my uncle officially founded it in 1961, but their improvisations had actually started a couple of years earlier, in the late 50s.
My brother and I have grown up with bread and leather. I’m saying leather because its strong odour used to surround every moment of our life.
I remember those years as really hard ones, though extremely beautiful, thoughtless and full of plans.
We didn’t really feel all those difficulties.
It was a special warlike time, when new businesses mushroomed everywhere and in every possible category. The Marche already had a long history of shoemaking, and during those years the phenomenon had reached the impossible: one out five families was a company.
When our company started to operate (in a laboratory of ~20mq), the production capacity was 10-12 pairs of shoes a day, entirely handmade using the antique shoemaking techniques, all produced by my father, my uncle and one employee.
Innovation had brought a significant production improvement to those years. The old techniques were being replaced by the more sophisticated machines which had highly influenced the growth of productivity. Out father was right to carefully observe the world changing due to industrial progress and to remember to teach us crucial things from the past.
This has simplified the generation gap in terms of basic rules one has to learn and innovation which inevitably comes.
In the late 80s, when I joined the company, there already was a perfect alchemy between history and evolution.
Those were the moments when the market was suffering, the production costs kept growing and a lot of companies started to transfer some production stages abroad to cut the costs.
We continued to apply an opposite strategy instead: we started to produce inside our factory to always keep an eye on quality; we hired more people and lowered the production capacity.
Moreover, I was sure that delocalization would only lead towards impoverishment and I don’t think I was wrong.
In 20 years we have passed from 250 pairs of shoes a day and 15 employees, to 120-140 pairs with 40 people.
In order to distinguish our origin and withdraw from all those fake Made in Italy circulating in the market (and, believe me, they are the major part), I mark my creations with a Made in Torre San Patrizio signature. It doesn’t seem a provocation. It is a provocation. Delocalization and overproduction have unbalanced supply and demand, leading to an actual 7:1 ratio.
The analysis of such overproduction (occurring basically in The Far East) includes child labour, use of harmful materials, pollution, underpaid workers, etc.
At the moment we almost cover every market. The last years have brought a remarkable growth in Japan, USA and Northern Europe. Germany has been a special goal due to our first mono brand store in München.
Among our strategies there is customer loyalty which we already successfully pursue from our München store, offering services only structured companies like us are capable of doing.
“Business People”, 2014