Aroma, Caterina De Mauro's words for Ernesto Tarchi

"About Us" pages on corporate websites often describe a company's origins, its founding year, and its goals, but rarely explore the emotions behind those words. Too often, we forget that companies aren't just made up of processes and automation; we overlook the fact that behind these activities are people with fears, hopes, and doubts.

It is precisely with this spirit that our CEO, Caterina De Mauro , contributed to Ernesto Tarchi 's book, sincerely recounting what goes through the mind of a young university student on the eve of her new life as an entrepreneur.

Here's an excerpt from the book " Selling Coffee 3 - All the secrets of pod, capsule, and espresso bar machines for a perfect espresso ":

THE CHOICE

Seven years ago, when I walked along the university portico, supported by tuff columns that split the scorching afternoon sun into beams of light, I never would have imagined the challenges, mistakes, and achievements that would define the years to come. Thinking back, the pavement of that portico, alternating light and shadow, was prescient. But let's proceed in order.

In these pages, I don't want to just write about what's already known about our company—agreements, partnerships, products—in short, what you can read online or hear about. I don't want to talk about numbers, revenues, or business decisions. I've decided to write straight away, and I probably won't edit anything or cut anything I've impulsively felt like writing. I want to tell you about something else, what truly lies behind the visible things, and what has always guided our choices and actions. I want to tell you what's truly behind Aroma: the heart and the family.

I like to remember my beginnings as a leap into the unknown. No member of my family had ever worked in the coffee industry. No roaster, no green coffee dealer, no barista, no technician, no retailer, no taster. There was only my father, with that brewing group designed, a pending patent filed, and a great optimism in his eyes, the same optimism that has always accompanied him in his varied and colorful projects.

I was in college, and by then I was in my Master's program. If I missed a few classes, or if I decided to stay in bed in the morning, it was unthinkable to make it to lunch without a phone call from my father waking me up:

“ Good morning, can you please look for a thermostat supplier and then write an email for an order? ”

“ Dad, I don't know what thermostats are ,”

“ Well, but I don't have time to explain it to you now, you decide .”

I remember how much I hated sending those emails and how much it burdened me to open my white Lenovo, a gift from my grandfather for my first university exam, and do those little tasks, the purpose of which I often didn't even understand.

My father was looking for help on the one hand and motivation on the other. But on the other hand, I had my own plans, my university studies, a PhD application—why would I know what a thermostat was? Soon, those emails were followed by phone calls, increasingly frequent day after day. I was given a tablet that Christmas of 2014; it was supposed to be used to play with my friends, but it quickly became my portable office. By now, while I attended classes and took notes, I answered emails from suppliers and couriers, and during class breaks I took phone calls, which I continued to silence while the professors noticed my hyperactivity at the desks, which stood out against the general monotony of my colleagues. I've always been a multitasker, and this worked in my favor. Who doesn't experience this every day? Each of you is overwhelmed, often until late at night. Well, I was feeling that adrenaline rush that would never leave me for years to come.

I remember 2015 very well. I made, probably, the most important choice of my life. Who among you hasn't found yourself obsessively pondering the pros and cons of a certain decision, paralyzed by the fear of making a mistake? I think everyone has. I was at a crossroads: on one side, an academic career with good chances of success, with a future that was certainly demanding and precarious in some respects, but certainly clear, marked out and paved by others before me, who would have supported and advised you; on the other, a father, a project, numerous risks, and many question marks.

Needless to say, my choice was made. The love for my family made me take that leap into the unknown, without any protection.

Have I ever regretted the choice I made? No. Never.

Why? Because when we're about to make a choice, each of us must pause for a moment and analyze the pros and cons of both options. Even today, I try not to give up anything, because by nature, I don't accept "it can't be done" as an answer. But... spoiler alert. Every choice inevitably involves giving up.

Once you've accepted this essential condition, you need to rely on rational analysis and, when in doubt, a little on instinct, which is always that final kick that convinces you to do things.

It's this time we dedicate to evaluation that allows you to avoid regrets. Just tell yourself: "At that moment, I made this choice, and not another. It means I couldn't have chosen anything else."

This is a fixed point, one I always repeat to myself when I think back. Could we have decided differently? Yes, but we didn't. Period. So, it means we didn't have the tools to make a different choice.

From now on? Those emails and phone calls become my daily bread. What was once a strain becomes passion, what was once the execution of a task becomes an active goal, a plan. Aroma becomes my reason for living, so much so that everything else becomes secondary.

Have I sacrificed anything for Aroma? A lot, really. But everything important deserves its time and care. There is no success without consistency and perseverance.

Like the shadows on the porch, life is an alternation of light and shadow. The pleasure lies in walking through them.

A woman in a man's world

I've been asked a few times what it's like to be a woman in a predominantly male-dominated workplace. I've looked back at my experience, trying to understand what it feels like to be a woman, but I'm tempted to reply, " I've never been a man; I don't know what it feels like ."

Do I think that in the world of work, being a woman is different from being a man? Definitely. Is it necessarily negative? I don't think so.

Unfortunately, being a woman clashes, to varying degrees, with cultural prejudices. For many, there are still jobs "for men" and jobs "for women." I've often had to explain that I'm not the "secretary" but the owner. Other times, I've had to demonstrate my technical expertise in my field before even being able to engage with clients. I've also frequently had to prove that I can be a valid interlocutor and not just the company's image. I've often had to struggle to gain that respect and consideration, especially at the beginning of the business, when my father and I used to divide the tasks.

We live in a society that culturally views women as those who must choose a subordinate job and devote themselves to family and home. Women are suited to roles requiring precision and method. Women are often the ones who serve as a poster child at a trade show or act as interpreters during negotiations. A female entrepreneur is unusual, and I perceive and experience this preconception constantly. Often, when we arrange meetings or appointments with new companies, I notice the surprise on the faces of those who welcome us when a thirty-year-old woman enters the room, not a man in his fifties, without anyone waiting in line.

Does all this constitute a limitation? Honestly, I perceive it more as a limitation for others than for myself.

Rather, I perceive it as a constant challenge, to be able to prove otherwise and still achieve my goals, breaking down reticence and preconceptions. Being able to prioritize professional and intellectual skills over physical ones is a constant task that those like me who aspire to more independent roles must undertake every day.

I believe that although the world is constantly changing in this regard and that enormous strides have been made in terms of emancipation, not just among women, there is still a long way to go. Women before me had even more difficulties, and I believe that with the new generations, the exploitation of women as mere objects of desire is fading, in favor of greater equality. It's true that we ourselves have a lot of work to do. I'm often sad to see that many girls and women don't particularly care about showing themselves as different, and that, in fact, they feel particularly comfortable in the role of trophy. So I don't want to make a general statement about this, but rather about women who, like me, have chosen different paths. As far as we're concerned, we're forced more than men to prove that we're worthy, that we have much more to offer than motherhood, a good plate of pasta, and a nice dress. Women aren't men's trophy, to be shown off, but protagonists alongside them in the beautiful film that is life.

The key points of Aroma's growth

I've been running the company for seven years; I'm 32, and probably one of the youngest in the industry. Therefore, I have little experience compared to many others, who have grown through the business both in terms of age and entrepreneurship. However, I can certainly say what I felt were key to Aroma's growth.

Family : As children, my sisters and I were taught to work, to appreciate what we achieved, and to share what we had with our family. Aroma was born from a challenge, from my father's ingenuity, and from the goodwill of my sister and I. Three completely different people, from their personalities to their flaws, their strengths and abilities. The secret? Unity.

This isn't the first family business of this generation, and their success is due to the virtuous combination of our skills. My mother is a force of nature, my father is extremely ingenious and creative, my sister is a war machine (as she sometimes calls herself to tease me), precise, intelligent, and reliable. The company today consists of a larger staff and many external collaborators, but the spirit and values of the De Mauros live on and guide each of their work.

Measurability: The company is based on numbers. Every single aspect is measurable. If it isn't, it means it hasn't been organized. From the number of incoming and outgoing calls, to the number of reviews and support requests, to the reliability percentages of finished and semi-finished products, to customer satisfaction, and so on. Everything is tracked and valued in periodic reports. And this process continues to undergo continuous improvement and implementation, for increasingly detailed reporting.

No choice, decision, or investment should be based solely on instinct and entrepreneurial risk. It's important to analyze in order to make decisions. At Aroma, this process is carefully managed and continuously improved, resulting in increasingly detailed analyses. Basing decisions on numbers has allowed us to make informed decisions at the right time. The steady growth in revenue is the result of all this work, which measures investments and results.

Human Resources : This is most likely the true heart and secret of Aroma's success. The staff.

Aroma was born from family. Me, my father, my grandfather. Later, my sister joined. The family is characterized by diverse yet reconcilable visions, constant and constructive exchange, and an unbreakable bond between its members, which transcends any divergence of opinions and views, always seeking a new balance.

Over time, one employee at a time, the staff grows. I know very well how difficult it is to find capable people, especially in recent years, and I won't discuss the socio-political factors that aggravate this. But I can proudly say that, one after another, Aroma has brought on truly valuable collaborators. I'm not talking about people who stand out for their rare and sought-after professional skills and specializations, but rather those who believe in the company they work for. I'm talking about passionate, diligent people who work with a smile and are responsible for their tasks. Each of them is a fundamental part of the entire project. No one is complete alone, but only as part of a whole. I often compare a company to the human body. Each member symbolically represents an organ. Each of these organs has vital functions that characterize it and make it unique, and has very specific tasks to perform, which only it can perform, based on the specific skills acquired, with the highest possible performance. Each organ also interacts with the other parts. If each of them functions well both individually and in interaction with the others, the entire organization as a whole is efficient. Therefore, the company works well.

Each element of the system is crucial. No one deserves the credit for a company's success alone, ever. Everyone must contribute. In an organization where some components don't function as they should, dysfunctions arise, either because some elements work harder than others, resulting in frustration, or because the system generates poor service for stakeholders (customers, suppliers, etc.).

Simple.

All of this is very clear at Aroma, and sharing, listening, and collaborating are our daily bread. We are a team, united and cohesive. We defend the harmony that reigns within our environments through dialogue and collaboration.

Sharing is important to me, as is listening. I enjoy sharing new projects and ideas, as well as concerns, difficulties, and risks, even with staff members not strictly connected to those specific aspects. I enjoy understanding their perspectives before making decisions. I enjoy engaging with each of them, experiencing them as much as I can in their daily lives. Only in this way can I understand their efforts and value their work. We make decisions together, and when that can't be the case, I share the reasons behind those decisions with them so they can accept them with full awareness. I am proud of our staff. This is also the strength of our company. Each of us feels part of the project. We win together and lose together. Each of us supports the other. We listen to each other, we understand each other, we help each other.

My staff is my support. Many times I've walked through the office door, darkened by the weight of my responsibilities, but just as often I've found a smile that gives me the strength to overcome everything, once again, together.

I want to tell you a fairly recent anecdote.

I had an important meeting the next day, and I'd been busy making final preparations all day. Many things had gone differently than expected, so I had to find alternative solutions to keep everything running smoothly. Tired in the afternoon, I received yet another piece of bad news: the contractor that was supposed to clean and prepare the spaces wouldn't be coming. It was five in the afternoon, and I had three floors of offices to tidy up. Dejected, I broke the news to the guys, as a way to vent, grabbed a bucket and rags, and started up the stairs to start cleaning myself. After the first flight of stairs, I turned around and found them all with brooms and dustpans in hand, telling me, "Don't worry, we're here."

I want to take this opportunity to thank my team, from the production staff, who produce the machines with care and passion every day, to the logistics and quality staff, who with admirable care and hard work manage the company's tangible assets, with extreme order and organization; to the sales staff, who with great passion spread our products and values outside the company; to the administrative staff who support our salespeople and customers every day, both in sales and after-sales; to the suppliers who have invested in us and place their complete trust in us, who are always behind us; and to everyone who, even if only occasionally, collaborates on this ambitious project, fraught with risks and excitement. Thank you, because without you, none of this great show would have been possible.

Study: Unlike fifty years ago, the market today is constantly and continuously changing. It moves so fast that we often can't keep up with the news. Presuming we know the answer, or that we know exactly what to do and how to do it, is an illusion. I believe continuous training and stimulation are essential, both for myself and for the other team members. A cutting-edge company needs cutting-edge people. Investing in staff training means having motivated and constantly updated people who can address market changes with freshness and efficiency.

Company Policy: We've always had a very strict sales policy. What's most important to us is customer protection. I've never acted in a haphazard manner, and I've never taken the "I'll sell to anyone as long as I generate revenue" route. Often, we've chosen our customers, rather than being chosen by them. Fortunately or unfortunately, we're not the only ones producing pod machines, and to make a difference, we need to do something different. Diversification is necessary to find your own market position. I believe there's work for everyone, but you have to find your own niche. Price protection, customer margins, consumer satisfaction, and after-sales management are all cornerstones of our sales policy. Sometimes it leads us to not sell, but I always say it's better than selling off. These choices, in the short term, seem to be detrimental. Instead, I can say with certainty that they've opened unimaginable doors for me. Even in recent months, when the market is undergoing a period of significant transformation, opportunities have arisen that I wouldn't have even imagined a few years ago. Meanwhile, the customers who work with us are satisfied and growing, selling our products with passion, because they feel the company is always close to them and can protect their revenues, while we grow year after year. And I hope to always make the right choices to continue this way.

We have many projects, really many, which we're trying to give a realistic timeline to. But I can't say too much about them, otherwise I'd ruin the surprise effect.

AROMA IN 7 YEARS

In the short time I've been in this business, I've seen the coffee machine market evolve rapidly. When we started, coffee was sold primarily through loan-for-use arrangements, a widespread technique that, along with vending, had fueled the growth of many businesses across the country for at least twenty years. Clearly, only a fraction of them used single-serve pods. By the end of 2015, when we began selling, the companies had already grown, many with thousands of free-for-use units. At that stage, however, we could serve as a "replacement" machine, replacing obsolete parts, or as a "choice" when converting from capsule or closed-circuit systems to pods. It was essential to offer a reliable machine at a fair price, and perhaps with a slightly more sophisticated design. We quickly created the Mini and the Kicco, based on my father's design, which offered both: the first was easy to disassemble and very reliable, with excellent product extraction; the second also offered a completely different design from those already on the market.

Within a couple of years, free loan became widespread, which led to a reduction in coffee prices and thus margins. Many began to find it beneficial to sell the machines themselves and tie the customer to a relationship of trust and customer service, rather than to an electronic chip, which many had by now learned to outperform homemade ones.

This was the turning point. Consumers, buying the machine for themselves, paid much more attention to design and extraction, and were more informed about its performance; they sought colors and variants that matched their kitchen. From this need, we created special Kicco lines (such as the one with wood or plexiglass panels) and, above all, PLUS, our current best-seller, was born. I remember we presented it at our first trade fair, Venditalia 2016, symbolically marking our market debut. I remember the thrill I felt when I arrived at the pavilion, running through those wide corridors and past those majestic stands, which, combined with the white lights, created an absolutely surreal setting. My heart filled when I finally spotted the "Aroma" logo at the end of the corridor and saw my stand. I had designed it, planned it, produced the images and written the slogans, structured and graphically laid out the catalogs, and thought about how to present the products. I didn't have any employees, nor could I afford collaborators, but the De Mauro family was complete, like Power Rangers. And in that moment, everything I'd planned was there, realized, in a remote corner of the pavilion, among the industry giants and competitors. I didn't ask myself if I'd ever reach the same level as the others, but I was there, and for the first time, Aroma was there.

Retail sales in Southern Italy are rapidly expanding, and countless retail outlets are opening. The more a sector grows, the more the market demands more affordable products. Thus was born the great SMART project, a patented and innovative unit that optimizes processing and maintenance times. I remember the booth was packed at Host 2017 when we presented it, with customers and fellow producers alike intrigued and fascinated by the innovation. My father did an excellent job, and it was a resounding success. That year marked the beginning of my greatest and most cherished collaboration: with Lollo Caffè, a company to which I am deeply emotionally attached. Ciro believed in us from the start and it was my professional training ground. I take this opportunity to thank Ciro and Valentina for the affection, respect, and trust they have shown me over all these years, which I strive for and hope to always deserve.

After just two years, we presented the CUBIC project, which exceeded all expectations. An unprecedented success. For a variety of reasons, mostly related to the priorities I had set myself, CUBIC was only produced in pre-series, but it will be resumed soon.

With that project, I believe we pioneered a very powerful concept: the coffee machine is no longer just a business tool, dedicated to experts, appreciated for its intrinsic technical qualities. It now requires a design object. CUBIC revolutionized the way we view the coffee machine, making it clear to everyone how much consumers needed something beautiful, a true furnishing accessory. It also made it clear that consumers were willing to spend more for beauty, contrary to the trend of those years. This would allow manufacturers to have a higher margin on the product, which they could then invest in.

I've undertaken this excursus not to remind everyone of the well-known history of this sector, but because I've been asked several times why so many models were produced in such a short time, a factor that has strongly distinguished us from our fellow manufacturers. I've contextualized the birth of each model, each of which was intended as a response to a specific market demand or need.

I've never shared the idea of a single-product company that sets the selling price based on the precise meeting of supply and demand. For too many years, I've witnessed confusing price lists, unclear negotiations, and commercial contradictions. I've always understood the reasons, but that doesn't mean I've agreed with the choice. I've always sought consistency, I've always wanted to differentiate myself, trying to offer different products at different price points, which in practice offer different comforts, commensurate with the price paid. This policy of consistency and protection for our customers and consumers has been difficult to build, defend, and follow. It was the longest and most tortuous path we could have chosen: not to be a simple subcontractor, but to own a brand and a specific, niche product, like the Made in Italy pod coffee machine for home use. A risky focus, but I believe that you have to do a few things, and do them well. This decision has led me to forgo many sales opportunities, but what comforts me is that we experience strong growth every year, both in terms of numbers and revenue. For this, I can only thank our customers, without whom we would never have been able to build this business, so deeply rooted in its local area, generating work and profit, and above all, a forward-thinking project that excites each of us. Thank you, because without your support, suggestions, advice, criticism, and encouragement, we would not have been what we are today.

CONCLUSIONS

After two years of the pandemic, which provided a huge boost to the moka pot-to-pod conversion, our industry is experiencing a period of significant restructuring and change, which I expected and for which we must be prepared. Innovation and new projects are needed more than ever to respond to the constant changes. We have a clear idea of what to do and how to proceed, and we work hard every day. What I certainly disagree with is responding to periods of declining demand by lowering prices. Making "promotion" a constant strategy, I believe, is detrimental—for the company that implements it, for competitors who don't follow it, and for the work of all players in general, which is simply distorted and debased. Our work has so much to say, so much to offer, and truly so much to build upon. During my career, I've seen many companies emerge and produce coffee machines of the same type, emulating some aspects of existing products, to put it mildly, but almost none have managed to carve out significant market shares. This reminds me that what we do shouldn't be taken for granted or undervalued. The day my company finds itself unable to offer anything but the best price, it will be a company with nothing left to say and customers who no longer know how to listen. Only then can any company be truly considered finished.

Work fills our lives; we dedicate most of our time to it, often neglecting our loved ones, our passions, and our self-care. Why not give it its due value? Our time and our skills are ours. And only we can communicate it and make others perceive it. Giving value triggers a virtuous cycle, in which all stakeholders benefit, and the market as a whole is enriched. In the most challenging times, we can open ourselves to collaborations, even among colleagues, joining forces and benefiting, creating something new and profitable. I believe we need to be good at making a difference and not overlapping, carving out our own specific market share, which we have been targeting from the start. It would be wonderful to join together to bring Made in Italy, a timeless brand that we often underestimate, beyond our doors. Changing horizons, opening our minds to new perspectives, being flexible and versatile, can give us the ability to navigate even transformative moments like these. We feel strong and motivated, and we will continue to work in this direction.

I'm satisfied. And it's right to say so, it's right to stop and enjoy what we've built, and smile about it. There will always be something we could have said or done, something we could have anticipated or something we could have made up for. There will ALWAYS be something. But we won't be here forever. I've realized that when you start a business, the word END never comes, there's never a moment when you're freer and things "just happen," as I often hear. So we might as well stop, step by step, and tell ourselves, you did well today, keep going.

I'm also saying this to you, reading this. YOU DID A GOOD JOB. Enjoy this moment, it's yours alone.