The CEO of Comexposium US on what makes Curve the leading B2B marketplace for intimate apparel and swimwear in North America, and why Italian brands keep finding an audience there

Raphael Camp is CEO of Comexposium US, the company behind Curve, the trade show for the intimate apparel and swimwear industry that runs every season at the Javits Center. We spoke with him ahead of the New York edition, which opened August 2 and runs through August 4.

For those who might not be familiar with it yet, what is Curve, and why does it matter so much to the intimates industry?

Curve is the leading B2B marketplace for the intimate apparel and swimwear industry in North America. Every season, it brings together brands, buyers, retailers, media, and industry leaders to do business, launch new collections, strengthen partnerships, and identify emerging opportunities in the market.

What makes Curve so important is that it brings every part of the industry together in one place. Buyers are looking for new brands, brands are looking to expand their retail footprint, and everyone is looking for insights into where the market is headed. Curve creates the environment where those conversations turn into real business.

Curve has become known as the premier destination for the intimates industry. What does it feel like to watch it grow into that role year after year?

It’s extremely rewarding, because our success is measured by the success of the businesses that participate in the event. Every season we see brands launching new collections, opening new retail accounts, expanding into new markets, and building relationships that continue long after the show ends.

We’ve also seen Curve grow alongside the industry itself. As consumer expectations evolve and retail continues to change, we’ve expanded the event to include more education, more networking opportunities, and more platforms for brand discovery. Our goal has always been to create an event that delivers real business value, and that’s something we’re constantly working to strengthen.

If you had to describe the energy of Curve New York in just a few words, what would they be?

I’d describe it as dynamic, productive, and forward-looking. There’s an incredible amount of business happening throughout the event: buyers are discovering new collections, retailers are meeting with both established and emerging brands, and conversations are focused on what’s next for the industry. There’s a genuine sense of momentum, because everyone is there with a shared goal of growing their business and preparing for the seasons ahead.

What role does Curve play in helping smaller or emerging lingerie brands find their audience?

Supporting emerging brands is an important part of Curve’s mission, because today’s emerging designers are tomorrow’s established brands. Programs like Object of Desire were created to give those businesses greater visibility, by introducing them directly to retailers, buyers, media, and industry decision-makers who are actively looking for new products and fresh perspectives. Beyond the showcase itself, Curve gives these brands access to buyers they may not otherwise have the opportunity to meet, helping them build relationships, open new accounts, and accelerate their growth.

For many young brands, one successful show can significantly change the trajectory of their business, and we’re proud to provide a platform that helps make those connections possible.

Curve brings together brands from all over the world. How do you see international, and especially Italian, lingerie brands fitting into that global picture?

International brands are essential to the Curve experience, because they bring innovation, craftsmanship, and new perspectives to the North American market. Buyers today are looking for differentiated products, and international brands play a significant role in meeting that demand.

Italian brands, in particular, have built a global reputation for exceptional quality, technical expertise, and premium design. They consistently attract strong interest from North American retailers looking to offer their customers distinctive products with a clear point of difference.

One of Curve’s greatest strengths is its ability to connect those international brands with the right buyers. We provide a platform where brands can expand their presence in North America, develop new retail partnerships, and position themselves for long-term growth in one of the world’s most important markets.

Looking ahead, what’s your dream vision for where Curve could go in the next five years?

Our focus is on continuing to grow Curve as the industry’s most valuable business platform. That means expanding opportunities for brands and buyers to connect, investing in educational programming that addresses the challenges facing today’s retail landscape, and creating more ways for our community to engage with Curve throughout the year, whether that’s through content, digital initiatives, or new international partnerships. Our objective is to deliver value well beyond the three days of the event.

Ultimately, we want Curve to remain the first place brands think of when they’re looking to grow their business, and the first place buyers come to discover what’s next.

The post Raphael Camp: Curve New York Is Where Emerging Brands Meet the Buyers Who Can Change Their Business appeared first on Good Morning Italy.

Dorothy Belshaw is CEO and co-founder of Rockview Management Group, which acquired NY NOW from Emerald Holding in April. She has spent 33 years in the gift industry, including eight as show director of NY NOW before moving to IMC. We met with her at the Javits Center during the fair.

This is the first Summer Show under RMG’s new ownership. What will visitors who’ve attended NY NOW before find different this time?

Attendance is strong. It’s up a little from a year ago, although we’ll have to see how the show finishes. So far, everyone seems happy with the turnout and, most importantly, with the business they’re writing.

Visitors will also notice that the branding has changed. It’s a little bolder and, we think, more reflective of New York and the region. We’ve also re-merchandised the floor plan to make it tighter and easier for buyers to navigate, with category adjacencies that make more sense.

A number of exhibitors have returned after being away for several years, and we have more than 70 new exhibitors, so there’s a lot for buyers to discover. We want people to be able to come here and do business with the vendors they already know and depend on, while also walking the floor and finding something they weren’t expecting. That balance is really important to us.

Your site talks about “intentional curation,” a balance between scale and intimacy. How do you maintain that balance when selecting exhibitors?

We’re only three months in, so we’re really just getting started, but our strategy going into 2027 is to bring back the anchor companies across each of the primary gift categories.

There are about ten major gift categories in the United States, and we want to make sure we have the best resources in each of them while continuing to introduce new ones. Buyers need to be able to do business with the vendors they already know while still discovering new products and companies.

A lot of that comes down to listening. We talk to buyers and vendors all the time about what they think is missing and who they want to see at the show, and we have a team with a tremendous amount of industry experience to help us act on that feedback. Every member of our sales team has at least ten years in the gift and home industry, so they know the buyers and they understand the market. That knowledge, combined with those longstanding relationships, is incredibly valuable as we rebuild the show.

The show covers gift & lifestyle, jewelry & accessories, and home. Which of these categories is seeing the most interesting growth right now, and why?

Gift and lifestyle is still our largest category today, but based on the demand and outreach we’ve already had, we expect to see significant growth in Home in 2027.

We’re also expecting handcrafted and artisanal products to grow dramatically this winter, both from the U.S. and internationally. New York has always been a very strong market for handmade, and it was historically a really important part of NY NOW. We’ve heard from buyers and vendors alike that they want it back, so that’s something we’re very focused on rebuilding.

The third area is stationery. At the Winter Show, we’ll be partnering with the Greeting Card Association, which we expect will bring significant growth in cards, paper, and everything connected to that industry.

What kind of buyers are you expecting this year: big retail chains, independent boutiques, or a mix? And how do you help them navigate hundreds of brands?

It’s a mix. Based on pre-registration, we know we’ll see larger buyers like TJX and some of the bigger specialty chains like Anthropologie, but the majority of our buyer base is independent specialty retail, particularly independent gift stores.

We also have a very strong museum store community, with most of the major museum stores in the region attending, as well as a number of interior designers looking for decorative items for their projects.

That mix has always been part of what makes NY NOW interesting. Buyers can come in knowing exactly who they need to see, but there’s also an opportunity to walk the floor, experience a product in person, talk to the person behind it and find something they didn’t know they were looking for. You can’t always replicate that kind of discovery online.

Looking ahead to the next Winter and Summer Markets, what are your short-term expansion plans, and what can we expect from the next winter edition?

Our plan for the Winter Show is to grow at least 50 percent from where we are today, possibly more, which would probably mean adding another 200 vendors.

We’ll be co-locating with the Greeting Card Association, which we’re announcing tomorrow, and launching a Handmade Division. We’re also very focused on rebuilding the home category in 2027, from decorative accessories to tabletop and housewares. That includes everything from fine china and kitchenware to table linens and other kitchen textiles, all of which have historically been strong categories for the New York market.

As we bring those vendors in, we’ll work with them to understand who their target buyers are and make sure we’re reaching those buyers as well. For us, it’s not about growth simply for the sake of growth. We want to rebuild the categories buyers are asking for and make NY NOW a place where they can accomplish a meaningful amount of their buying in one trip. If we can give them the brands they already rely on, introduce them to new resources and make the whole experience easier, then we’re doing our job.

What makes Rockview Management Group different from other trade show organizers in the industry?

I think what’s unusual about us is that we’re a small, privately owned, independent show organizer. That’s fairly unique right now, as most of the other trade show organizers in this industry are large corporations or owned by private equity.

That independence gives us a lot of flexibility. We’re nimble, we can make decisions quickly and we can stay very close to our customers. When buyers and exhibitors tell us what they need, we can listen and respond without having to make decisions based on what’s best for the next quarterly report. Instead, we can focus on what we believe is best for the show and the industry it serves.

The other piece is community, because this is a very relationship-driven industry. A lot of the exhibitors and buyers here today have already commented that the show feels different. There’s a warmth to it. It feels friendly and more like a partnership.

That’s incredibly gratifying because it’s exactly what we want. NY NOW should obviously be a place where people come to do business, but we also want it to be somewhere people genuinely want to be – where they see people they know, meet people they don’t, and build relationships that continue long after the show is over.

The post Dorothy Belshaw: NY NOW Is Growing Again, One Step at a Time appeared first on Good Morning Italy.

On the occasion of the partnership as Official Sponsor of the Macerata Opera Festival, ERNESI 1978 is pleased to present an event dedicated to great music and the talent of Marche.

On Friday, August 7, from 7:45 pm, the corner ERNESI 1978 in Piazza Mazzini ( adjacent to the historic Arena Sferisterio) will frame “Serata Lirica”, a moment designed to accompany the audience in the atmosphere of the Festival before the beginning of the evening show.

The event will see the live performance of two young excellences of the musical panorama:

● Maria Olimpia Renna, Soprano: Winner of the National Art Prize and awarded in prestigious international competitions. Formed at the Pesaro Conservatory, he perfected his technique in a masterclass with Diana Damrau. It has already important debuts, like that at the Pergolesi Theatre, and collaborations with the Teatro Regio di Parma.

● Davide Massacci, Pianist and Master Collaborator: Virtuous piano with a career full of awards in national and international competitions. He specializes with world-renowned masters such as Elisso Virsaladze and Boris Berman at the renowned Academies of Fiesole and Stradella.

“Our concept of beauty has always been a dialogue with art and culture” – says Elena Pollastrelli, Communication Lead of ERNESI 1978 – “And it is precisely from this vision that our partnership with the Macerata Opera Festival is born. As a laboratory of pharmaceutical cosmetics rooted in the territory since 1978, we are proud to offer fans a moment of great music, celebrating the talent and opera tradition a stone’s throw from the Sferisterio”.

The post On August 7, ERNESI 1978 celebrates opera in Macerata: an exclusive performance with soprano Maria Olimpia Renna and pianist Davide Massacci appeared first on Good Morning Italy.

The new summer edition of NY NOW is taking place from August 2 to 4 at the Javits Center, the wholesale trade show for the gift, home and lifestyle industry that has been held in New York for over a century. Through August 4 the convention center fills up with booths, color and the season’s new arrivals: it is the first edition organized under the show’s new ownership, Rockview Management Group, which acquired the event in April from Emerald Holding, the publicly traded company that had run it for years alongside another 140 trade shows across the United States.

Rockview is led by three names well known inside the industry: Dorothy Belshaw, who spent eight years as show director of NY NOW before moving to IMC, William Lacey, with thirty years of experience in finance and mergers and acquisitions, and Karen Olson, who brings nearly thirty years of work on brand transformation and growth strategy in the gift and home sector. In the welcome letter printed in the show guide, the three write that they came in “with deep respect for what this Show has meant to the industry, and a clear sense of where it can go.” They also recall the origins of the event: it was founded in 1924 by George F. Little as the New York Gift Show, to help regional retailers source product from manufacturers and importers from around the world. A lot has changed in a century, they write, but the needs of retailers remain the same: find product that will surprise and delight, drive sales, and build customer loyalty.

The letter dwells above all on the nature of the new ownership: a small, privately held company with no external shareholders to answer to besides the exhibitors and buyers themselves. Several members of the team, they write, had already worked on the Show in various capacities fifteen years ago, and so know the industry’s needs firsthand. The three describe the changes ahead as “thoughtful and intentional,” since, as they put it, the best transformations don’t happen overnight.

At this August edition, visitors find refreshed branding, a mix of new and returning exhibitors, and a more energized floor plan. The bigger changes, however, are set for the Winter Show, January 31 to February 2: a new juried division for makers and designers, more brands and best-selling lines across the major gift and lifestyle categories, and the return of home collections. The Show, they write, gets stronger every six months.

In the letter, the three founders speak directly to exhibitors, urging them to support the vendors they already work with, share their new introductions, seek out a new resource or two, and talk to other retailers about what’s working. “Be part of the community that will drive your success,” they write, adding that they are listening and want to know what visitors would like to see next.

In terms of numbers, this August edition brings to the Javits Center more than 90 brands from 19 countries, with three curated national pavilions guiding buyers through handcrafted jewelry from Brazil, artisan ceramics from Sicily, and beadwork from South Africa. This year Italy is represented at the fair only by Sicily, with a pavilion of 15 companies spanning gift, lifestyle, jewelry and accessories: we hope that at the next edition, in line with the growth the new ownership has promised, other Italian regions will take part as well.

The post The Javits Center Hosts the New Edition of NY NOW, the Gift and Home Fair Under New Ownership appeared first on Good Morning Italy.

Behind the counter of the Old Fashion Cafe, in the SoHo neighborhood, lies the story of a family that brought its idea of hospitality from Puglia to New York. Antonello Iacca grew up among the tables of the Old Fashion in Taranto, the bar his parents and his uncle opened in 1998, and today, together with his brothers, he has recreated that spirit in Manhattan. We met him to hear what the Italian-style aperitivo means to him.

The story of the Old Fashion Cafe begins in Taranto in 1998, with the bar your parents and your uncle opened. What did growing up behind that counter leave you with, and what part of that family story did you bring to New York?

Growing up behind that counter taught me that a bar isn’t just a place where drinks are served, but a place where relationships are built. I watched my parents and my uncle know every customer by name, remember their tastes and always make them feel at home. It’s this philosophy that I brought with me to New York, the Italian hospitality made of attention, warmth and authenticity. And, for me, the finest achievement was being able to bring my brothers to America and share this dream with them. The Old Fashion Cafe isn’t just a business project, it’s a family project. Seeing them by my side every day and building together something that comes from our roots is the greatest satisfaction I could have wished for.

It’s said that your family helped create the modern culture of the Italian cocktail. What do you mean by the Italian-style aperitivo, and how did you bring it inside the Old Fashion Cafe?

For us the Italian-style aperitivo is first of all a moment of sharing. The cocktail is important, but it’s only one part of the experience. It’s the essence of the sweet idleness, the dolce far niente, taking a break, setting aside your commitments and living in the moment. This is the philosophy we brought to the Old Fashion Cafe. We want every guest to feel as if they were in an Italian piazza, with a good drink, something to share and the right company. More than serving cocktails, we try to bring a way of life to the table, the authentic spirit of the Italian aperitivo.

You arrived in New York in 2016 and worked behind other counters before opening your own place. What did you learn in those years, and what made you say “now is the time to open my own place”?

The most important experience was without a doubt the one behind the counter at Ulivo, a place where Italian identity isn’t just a concept, but is lived every day. There I understood how Americans see Italy and how much they appreciate two values that for us come naturally, hospitality and quality. After those years I felt the time had come to take a step further. With the Old Fashion Cafe I wanted to bring across the ocean not only our idea of the aperitivo, but above all the sense of family that has always defined the Old Fashion in Taranto, in Puglia. I wanted to create a place where people wouldn’t simply come to have a cocktail, but would feel welcomed as guests in our home.

You’re considered one of the great aperitivo experts in New York. Is there a cocktail on your menu, perhaps tied to your Italian memories, that you’re especially fond of and that tells the soul of the place?

Definitely the Negroni Sbiancato. It’s the cocktail that most represents our philosophy, and it was included among the hundred most important aperitifs in the world, a recognition that makes us very proud. For me it stands for class, elegance and balance, it draws inspiration from the great Italian tradition but interprets it in a contemporary way. It’s a drink that perfectly tells the soul of the Old Fashion Cafe, the respect for our roots, the attention to quality and the desire to offer an experience that stays in the memory. In the end that’s what we try to do every day, to bring a piece of Italy to New York, one aperitivo at a time.

Looking ahead, what do you want the Old Fashion Cafe to become for New York and for the Italians who live here?

I’d like it to become a point of reference. A place where Italians can feel a little at home and where Americans can have an authentic experience of our culture. Our goal is to keep making Italian hospitality known through good drinking, good food and an atmosphere that makes you want to come back. The United States is a country that rewards those who know how to innovate without forgetting their roots, and I believe it’s precisely from the meeting between Italian tradition and an international vision that the best ideas can be born.

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Aboard the Amerigo Vespucci, during its stop in New York, a Vespa event was also held, a meeting between two symbols of Made in Italy, the Italian Navy’s training ship and the most famous scooter in the world. The event marked the debut of a one-off model of the iconic scooter, dedicated to the training ship itself. On this unique Vespa, the glossy black body is crossed by two large white bands recalling the Vespucci’s hull, with graphic details inspired by its portholes, ochre finishes echoing the bulwarks and the bowsprit, and a seat upholstered in Olona canvas, the same fabric used for the ship’s sails. From here we set off for a conversation with Andrea Gucciardi, President and CEO of Piaggio Group Americas, the subsidiary that brings the Piaggio, Vespa, Aprilia and Moto Guzzi brands across the ocean, about the group’s future in the United States.

Leading Piaggio Group Americas is a manager who grew up in the world of engines and is, first of all, a passionate enthusiast. Gucciardi told us about his idea of business, the value of representing Italian excellence in New York, and the strategy with which Piaggio is looking at the years ahead on the American market.

Let’s start with you. What was the path that led you to lead Piaggio Group Americas, and what were the decisive moments of your career?

I’ve spent my entire career in an industry I’m first of all deeply passionate about, working both in four wheels and in two wheels. And I’ve had the good fortune to experience it from both sides, from the manufacturer’s side, so wholesale, and from the retail side. Two things have always guided the way I work, the customer and the processes. I firmly believe that a company, in order to function and grow, needs clear, solid and measurable processes, but at the same time I believe you can’t build an effective process without looking at it from the customer’s perspective. The question I often ask my teams is very simple, when you go to buy a product you truly love, how would you like to be treated? That is the experience you have to offer your customers. A decisive moment for me was when I led BMW’s retail branch in Rome. I moved my office from the back office directly into the showroom, into a glass office from which I could see customers coming in and talk to them. That’s where I understood even more clearly that you can’t run a business shut away behind a desk, you have to get out, be on the ground, among people. I believe it’s the only way to truly understand the market and succeed. Whenever I had the recordings of customer satisfaction interviews available, I always dedicated at least two hours a week to listening to them directly, and I asked my teams to do the same. By listening to the customer’s voice you understand where you’re going wrong and what you need to change, but also what you’re doing well and how you can maximize it.

What responsibility do you feel in representing a group that is a symbol of Made in Italy in the United States?

It’s first of all a great source of pride. Representing an Italian group in the United States gives me the opportunity to be, in some way, an amplifier of Italian culture, passion and spirit in a market where Made in Italy is recognized as excellence and holds extraordinary value. It’s a message I try to convey to our network as well. When I talk to dealers, I always remind them that we’re not simply selling a product, we represent Italian excellence and we operate in the high, premium end of the market. This spirit is already very present in our network, but my role is also to emphasize it and make it even stronger. For me, then, representing Made in Italy is certainly a responsibility, but above all a huge plus, and I try to make the most of its strength, turning the values and the culture we represent into a concrete element of our communication and our positioning in the market.

Piaggio is a group with very different brands and a long tradition. What is your vision for Piaggio Group Americas over the next five years?

My vision for the next five years starts from a very simple goal, being closer and closer to the customer. We are mainly a commercial organization and our role is to bring our brands and our products to the market, building the best possible experience for the customer. When I arrived in the United States, last year, one of the first things I noticed was that our network wasn’t widespread enough, and in our industry closeness to the customer is fundamental. If you buy a motorcycle or a scooter and then you have to drive hundreds of miles to find a dealer or get a service, you’re not offering a positive experience, you’re creating a problem for the customer. That’s why we’re investing in the sustainable development of our network and, at the same time, in after-sales, which we’ve strengthened not only in the United States but also in Latin America, where we’ve introduced dedicated resources that didn’t exist before. The third element is training. I believe a great deal in the training of the people who work in our dealerships, and we’re working to use digital technologies and artificial intelligence to develop new training paths for the network. Because, in the end, we don’t talk directly to the customer every day, we speak to the customer above all through our dealers. My vision is to build a network that is more widespread, better prepared and able to offer an ever better experience.

In recent years you’ve invested to strengthen Piaggio’s presence in the United States. Which results make you most proud, and what are the main challenges that remain open?

Starting precisely from the central role of the dealers, one of the results I’m most proud of is the change in the quality of the relationship with our network. We want dealers who are satisfied, profitable and able to convey to customers the values and the passion of our brands, and I believe the best way to build this kind of relationship is to talk to them and, above all, to listen to them. That’s why, over the past year, we’ve hugely intensified the moments of contact with the network. In Anaheim, during AIMExpo, I personally met around fifty dealers in three days, dedicating real time to them in one-to-one meetings. Then COTA, the product training in Sardinia, Vespa’s eightieth anniversary in Rome and, in the coming months, the big Moto Guzzi event in Mandello del Lario and EICMA. They are very different occasions, but they all share one common goal, increasing engagement, sharing the vision of our brands and building a stronger relationship with the dealers. Because if the network understands and embraces the brand’s vision, then you can succeed. The results are coming, we’re increasing the reach of the network and improving the quality of the relationship with our dealers, and this translates into a better experience for the customer and, so far, also into growth in our sales and our market share. Of course many challenges remain, and there are external factors, from the market to tariffs, that we can’t control. My approach is simple, focus energy on what I can control and try to have the greatest impact on what I can influence. As for the rest, you have to be able to adapt quickly.

Are there new projects, investments or initiatives you’re focusing on particularly in the United States, and that you believe will be decisive for the future of Piaggio Group Americas?

I see three major directions, tied to three of our brands. The first is Vespa. We’ve already begun a path of evolution and repositioning of the brand, moving more and more beyond the concept of simple mobility. Vespa is style, elegance, Italian culture, and we want to further strengthen its positioning as a premium brand, bringing it closer and closer to the world of fashion and lifestyle. It’s a path we’re investing a lot in, in the United States. And we also have a few surprises in store. In New York, for example, toward the end of 2027 we’ll have to change our offices, and I’d like our new home not to be simply an office on the ninth floor, but something that brings us physically closer to our customers. For now, though, I can’t say much more. The second direction is Aprilia. The results we’re achieving in MotoGP, the fruit of a significant investment by the Group, are giving the brand extraordinary energy and are also translating into strong commercial momentum. In the United States we want to consolidate and accelerate this growth, further strengthening Aprilia’s sporting positioning. And then there’s Moto Guzzi, a brand in which I believe there’s enormous potential for the American market. The Group has invested a great deal in the renovation of the historic Mandello del Lario plant. It’s not simply a new factory, with very high levels of digitalization, robotics and new technologies, we want it to become a true center of customer experience, a place where the customer can understand and feel the heart that beats inside Moto Guzzi. The new museum, the brand’s history and the Mandello experience represent something that very few manufacturers in the world can offer. And from Mandello new Moto Guzzi models will also arrive, starting next year, on which we have great expectations for the American market. If I had to sum it up, the evolution of Vespa toward a space increasingly tied to style, elegance and lifestyle, the consolidation of Aprilia as a great sporting brand, also through the strength of MotoGP, and a strong relaunch of Moto Guzzi, starting from Mandello, from its history and from the new products that will arrive. Three different brands, three different strategies, but all with enormous potential in the United States.

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Founded in Brooklyn during the pandemic, “La Trafila” has become, in just a few years, a recognized name in the artisanal fresh pasta industry in the United States. Behind the project is Luigi Speranza, a chef and entrepreneur from Naples who arrived in New York in 2017 with one goal in mind: to challenge himself in one of the most competitive city in the world.

Let’s start with an inevitable question: what is the one dish you could never get tired of eating, even if you made it every day?

Spaghetti al pomodoro, without a doubt. To me, it represents Italy, the Mediterranean, and my roots. There is the white of the pasta, the red of the tomato, and the green of the basil. It seems like a simple dish, but that is exactly why it is difficult to do well. When you have only a few ingredients, there is nowhere to hide. Every single one of them has to be excellent. And it is a dish you can eat all year round, in summer and in winter. It is a classic that never gets old.

When did you realize that cooking would be your path?

The truth is that this passion has always been part of me. My mother passed it on to me when I was very young. I was born with a curiosity about food. I asked questions about everything and wanted to understand why things were done a certain way. I often say that one of the greatest blessings in my life was being born in Naples. The other was being born with this passion. Some things you learn, others are already inside you from the very beginning.

What is your earliest memory connected to cooking?

Sunday mornings. I was four or five years old and would wake up early just to stay close to my mother while she cooked. I would ask her why meatballs were made a certain way, why they were round, why they were fried before being added to the sauce. Looking back, it is funny. Instead of wondering why a soccer ball was round, I was wondering about meatballs. Maybe that was already a pretty clear sign of what my future would be.

Before becoming an entrepreneur in New York, you worked in Italy, across Europe, and in the United States. What do you remember about that period?

When I arrived in New York in 2017, La Trafila did not exist yet. I worked as a corporate chef for a company that operated a fresh pasta concept.

It was a very important period because it allowed me to understand the American market from the inside. I continued in that role until early 2020. Then, one month before the pandemic, I decided to leave that professional path. Shortly afterward, La Trafila was born.

What dream, or what idea, brought you to New York in 2017?

The desire to challenge myself. New York is a city that constantly forces you to measure yourself against your own limits. It does not give you breaks and it does not allow you to become complacent. I arrived with my experience, my training, and the conviction that hard work and determination eventually make the difference.

How difficult is it to build a career in a city like New York?

It takes determination, but above all humility. It is a city where you never feel like you have truly arrived. In fact, the moment you think you have, New York changes the rules of the game. I see it this way: you do not impose your conditions on the city. The city imposes its conditions on you. You need the energy and the ability to adapt continuously. It is a constant challenge, but that is also what makes it unique.

What was the insight that led to the creation of La Trafila?

It came from a combination of necessity and vision. During the pandemic, many restaurants were closing or operating under enormous difficulties. There was strong economic and professional pressure, but at the same time there was a need to keep moving forward. I decided to put everything I had learned over the years on the line and bet on fresh pasta. Not because fresh pasta did not already exist, but because I felt there was room for a different approach: greater attention to ingredients, respect for tradition, and a very wide range of products.

Why did you decide to focus specifically on fresh pasta?

Because it is a product with almost endless possibilities. We do not make just a classic tagliatella. We produce dozens of variations, from spinach pasta to squid ink pasta and even smoked preparations. I like to compare it to a painter. If you give a painter only one color, there is not much they can do. If you give them twenty colors, they can create a much richer work of art. We wanted to give chefs that same creative freedom.

La Trafila was born during the pandemic. How much did that period shape the project?

It shaped it tremendously. The pandemic was a tragedy that changed the world, bringing pain and enormous consequences. But it also deeply changed the restaurant industry. Many restaurants, even after reopening, were operating under significant limitations. They needed products that could speed up service without sacrificing quality. Fresh pasta was a perfect answer to that need. In that context, many customers discovered the potential of a product they had previously viewed in a more limited way. We were ready to recognize and respond to that shift.

Was there a particularly difficult moment you had to face?

The truth is that difficult moments never really end. They change form, but they are always there. In the beginning, I tended to blame myself for every problem. Over time, I realized that obstacles are simply part of the journey. Today, I try to see them as lessons. Every problem already contains a solution. The challenge is finding it. Once you do, you have taken a step forward. That is how we have grown over the years.

What are the biggest challenges for an artisanal producer today?

The most important one is maintaining the same level of quality over time. As you grow, the risk is losing the artisanal character that made you recognizable in the first place. We want to avoid that. We want customers who chose us six years ago to find the same attention and care today. Then there is another huge challenge: building a team and keeping it motivated. Finding talented people is difficult. Convincing them to stay and grow with you is even harder.

Looking ahead, where do you see La Trafila in five years?

Today, it is difficult to make long-term plans. The world changes quickly, and you have to remain flexible. What I can say is that we want to continue growing across the United States. Today we reach approximately 15% of U.S. states, and demand continues to increase. One project we are currently working on is expanding our facility, with the goal of increasing production capacity by 50%. It is a significant investment that will prepare us for the next stage of growth.

Is there a goal you have not yet achieved that you would like to accomplish in the coming years?

More than a single milestone, my goal is to keep expanding the business without losing our identity. I want a restaurant in California to receive our pasta with the same quality as a restaurant located just a few miles from our facility in New York. That is the challenge that motivates me every day.

If you had to summarize your entrepreneurial journey in one sentence, what would it be?

Always believe. Never give up. It may sound like a simple phrase, but it truly summarizes everything. Problems will come. Inevitably. They still do today. The difference lies in how you deal with them. I have learned that every obstacle is an opportunity to improve both the company and yourself. That is why I keep repeating the same thing to myself, from years: Never give up. Never stop believing in what you do.

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Institutional meetings were held this morning at United Nations Headquarters between the Commanding General of the Carabinieri, Lt. Gen. Salvatore Luongo, and senior United Nations officials, as part of his working visit to the United States and of initiatives aimed at strengthening international cooperation in the field of peace operations.

During the talks with the Under-Secretary-General for Operational Support, Mr. Atul Khare, and the Under-Secretary-General for Peace Operations, Amb. Jean-Pierre Lacroix, the discussions focused on issues of mutual interest related to the Carabinieri’s wide-ranging contribution to international missions, specialist training, and the development of operational capabilities in support of the United Nations.

Among the main points addressed was the importance of further enhancing the already high level of cooperation with the Carabinieri’s Centers of Excellence.

Particular attention was given to environmental protection in peace operations. In this context, the project to strengthen the Sabaudia Center as a hub of excellence for environmental protection, training, and research was presented, in line with the United Nations’ interest in the role of Environmental Focal Points in international missions.

Another topic of discussion concerned the activities of the Center of Excellence for Stability Police Units (CoESPU) and the prospects for expanding training cooperation with the United Nations, including through the certification of specialist courses for Formed Police Units and the availability to host initiatives dedicated to updating training programs. Over the past 20 years, the CoESPU in Vicenza has trained more than 15,000 police officers from over 130 countries. This perspective is part of Italy’s broader contribution to peacekeeping and Stability Policing.

On the same day, a meeting was also held with Mr. Darrin Jones, Executive Director for Partnership and Planning at INTERPOL. During the meeting, the positive cooperation between the Carabinieri and the Organization was reaffirmed, particularly in relation to the protection of cultural heritage, the fight against transnational crime, and the promotion of the rule of law in fragile or crisis-affected contexts.

The meetings took place in a constructive atmosphere and offered an opportunity to reaffirm the role of the Carabinieri as a key actor in the international landscape of security, training, and police cooperation, while confirming the shared commitment to continue strengthening dialogue and joint initiatives.

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For decades, the Italian Pavilion at Fancy Food Shows has represented a symbol of excellence and a pillar in the promotion of Made in Italy products within the global food and beverage industry. Organized and managed by Universal Marketing, an exclusive representative for Italy of the Specialty Food Association, the Pavilion offers a unique platform for Italian producers to connect with international markets, showing the best of Italian culinary heritage, craftsmanship and innovation.

Fancy Food Shows — which include both the Winter FancyFaire* and the New York Summer Fancy Food Show — are widely recognized among the most influential trade fairs in the global specialty food industry. Thanks to its historic partnership with the Specialty Food Association, Universal Marketing has created an environment that enhances quality, creativity and storytelling that distinguish Italian products worldwide.

Donato Cinelli, President of Universal Marketing, underlines the strategic importance of the Italian Food and beverage industry:

«The Italian Pavilion at the Fancy Food Shows is much more than an exhibition space: it is a showcase of the dedication, passion and excellence of Italian companies. Our mission is to help Italian producers reach new markets by enhancing their unique strengths and ensuring that the quality of their products is recognized and appreciated worldwide. The United States, in particular, remains a key market in which Made in Italy continues to be synonymous with authenticity, taste and tradition”.

The collaboration between the Specialty Food Association, the Italian Trade Agency (ITA) and Universal Marketing in the development of the Italian Pavilion represents a successful example of public-private partnerships dedicated to the promotion of Italian products in the United States.

Throughout its history, the Italian Pavilion has distinguished itself for its ability to combine tradition and innovation, telling the history of Italian regions through food and capturing consumers with an unparalleled authenticity. Over the years, Universal Marketing, together with the Italian Trade Agency, has supported hundreds of Italian companies, many of which have strategic partnerships and significantly expanded its presence on the US market thanks to the participation in the Fancy Food Shows.

The impact of the Pavilion goes well beyond the exhibition area. Tastings, live culinary demonstrations, educational programs and business-to-business meetings create valuable opportunities for direct comparison between producers, buyers, distributors and industry professionals. While demand for authentic Italian products continues to grow in the United States, the Fancy Food Shows remain a key engine to strengthen and expand the presence of Italy in the North American market.

Cinelli further highlights the role of Universal Marketing in this continuous effort:

“Our work is based on a deep understanding of the American market and its dynamics. We support Italian companies not only during trade fairs, but also through a continuous guide designed to help them build meaningful relationships with international partners. It is a commitment that makes us proud and reflects the extraordinary potential of Made in Italy”.

Looking at the future, Universal Marketing is well placed to seize new opportunities and respond to changing needs of the global market. Sustainability, digital transformation and product traceability are expected to play an increasingly important role in the future editions of Fancy Food Shows, further strengthening the image of Made in Italy as a reference point for quality, innovation and environmental responsibility. The Italian Pavilion will continue to act as a meeting point where tradition and modernity merge, celebrating the uniqueness of Italian gastronomic culture and at the same time strengthening the lasting link between Italy and the United States.

L’articolo Universal Marketing, from the Italian gastronomic heritage to the Fancy Food Show proviene da IlNewyorkese.

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For over sixty years, the name Rega has been linked to one of the most recognizable symbols of Italian gastronomic tradition: tomato. Born in the heart of Campania, the company has transformed a family history into a brand known far beyond the Italian borders. In this interview, managing director Luigi Rega traces the path that led the company to become an international brand, the challenges of the export of Italian food, the relationship with the American consumer and the importance of growing without losing the link with its roots.

How important is it to be born and grow in a land where tomato is not simply a product, but almost a culture?

That means everything. For me tomato was never just an agricultural product or an ingredient. It is something I grew up with, something that was part of the daily life of my family, our summers, the work in the fields, the establishment and the stories of my grandfather and my father.

Born in a land as ours means to understand very soon that tomato is culture, identity and memory. In Campania, and in particular in the area where the San Marzano DOP tomato is born, the tomato tells the history of the territory, the hands that cultivate it, the sacrifices of the families and the way in which South Italy has been able to transform simplicity into excellence.

I grew up in this story. For me, Rega has never been just a brand: it is my last name, my family, my responsibility. Today, when I bring a Rega product to the United States, I am not simply bringing a can of tomatoes. I’m bringing a part of our land, our culture and our way of understanding food.

How much has the territory and traditions of Campania formed the identity of the Rega brand?

They formed it completely. Rega was born in Striano, in the province of Naples, in an area deeply linked to the cultivation of tomato and the tradition of conservation. The territory was not only our starting point: it is still the foundation of our identity.

San Marzano DOP tomato could not exist without that land. The volcanic soil, the presence of Vesuvius, the microclimate and the agricultural knowledge handed down from generation to generation make this tomato unique. We have grown up with the belief that quality does not become factory. Quality begins first, in the ground.

The traditions of Campania have taught us something very important: respect the product. You don’t have to turn it too much and you never have to remove its true nature. It is necessary to preserve its taste, sweetness and natural character. This has always been the philosophy of my family, and it is still today what makes Rega recognizable.

At one point you realized that what was a family and local tradition could also speak to the rest of the world. When did this pass happen?

I think that passage took place gradually. At first Rega was a deeply local and familiar history, very linked to our land. My grandfather began in 1965 with a simple but strong vision: to give value to what the earth was giving to our family.

Then my father had the courage to look beyond our borders. In the 1990s he began to bring our products to the United States, at a time when talking about authentic Made in Italy was not as common as today. As a boy I used to travel with him in America. I remember the meetings, the restaurants, the first clients and the first chefs who began to really understand the value of San Marzano tomato.

That’s where I realized that our tradition could also speak to people away from us. Because when a product is authentic and brings with it a true story, it can reach anyone.

Americans weren’t just looking for a good tomato. They sought a link with Italy, with Naples, with a culture of family food, table and quality.

What decision has Rega transformed from a company rooted in the branded territory recognized in international markets?

One of the most important decisions was to build a stable presence in the United States through Rega USA. I founded Rega USA in 2010 because I felt that the American market could not only be served with occasional exports. We needed to root there.

At first it was a huge challenge. I was almost alone, with so much determination and responsibility to continue the work my father had begun. But I knew that, to really grow the brand, we had to be present, listen to the market and meet chefs, pizza makers, distributors, families and restaurateurs.

That decision changed everything. Rega has become not only a product imported from Italy, but a brand present, recognizable and close to the American consumer. Today many people in the United States know Rega, know the history of the family, recognize the value of our San Marzano DOP tomato and see our brand as an authentic expression of Italian identity.

Today your products arrive on the tables of thousands of families in the United States. What makes you think that a tomato grown in Campania is used in kitchens in New York, Los Angeles or Chicago?

It is one of the greatest emotions of my work. To think that a tomato born in our land, cultivated in Campania and worked according to the tradition of my family, can arrive in a kitchen of New York, Los Angeles, Chicago or any other American city is something really special for me.

It makes me think how much food can connect worlds far away. An American family that opens a can of Rega tomatoes to prepare a pasta, a pizza or a simple sauce comes into contact, even without knowing it, with a long history almost sixty years. Take a piece of South Italy to your table.

This gives me pride, but also a great sense of responsibility. Because when a product bears the name of your family, every can must be up to the history it represents. We can’t afford to be discontinuous. We must protect the relationship of trust that we have built with the American consumer.

Entering American homes is different from serving the catering industry. How has your way of telling the product changed?

It’s changed a lot. In the catering sector, it is often aimed at professionals: chefs, pizza makers, buyers and distributors. They are people who know the product. They look at the yield, consistency, taste, regularity and the way the product behaves in the kitchen. With them dialogue is technical, direct and very concrete.

Entering the houses means talking to the heart of people. Consumers want to understand what they are buying, where the product comes from, who is behind it and why they should choose it. This is why the story has become even more important.

We want to explain that Rega is not just another brand on the shelf. It is a family, a tradition, a story born near Naples and brought to America without losing its identity. We want people to understand that behind that tomato there is a supply chain, a land, a generation that has worked before us and a new generation that continues today to protect the same values.

What does an American consumer look for today when choosing an Italian product? Tradition, quality or more?

I think you’re looking for all these things together. Today the American consumer is much more attentive than the past. It is no longer enough to see an Italian flag on a label.

People want to know if that product is really Italian, where it comes from, who produces it and what history it represents.

Quality remains essential, of course. But today quality alone is not enough. They need authenticity. It needs consistency. We need a real story. I think Rega strongly placed herself in the American market because we didn’t build an artificial image. We just told who we really are.

Americans love Italy, but above all they love authentic Italy: family, simple cuisine, regional traditions and carefully made products. In our case, they find in Rega an authentic Neapolitan spirit, a connection with South Italy, with San Marzano DOP tomato and with an idea of food that is not only consumption, but culture.

How difficult is it to export a product without changing its nature? Where is the balance between adapting to an international market and remaining faithful to its origins?

It’s one of the most difficult challenges. Every market has its own rules, habits and rhythms.

The United States is a huge, competitive and very fast market. We need efficiency, availability, logistics, service and communication. Having a good product is not enough.

The risk, however, is to change too much to try to please everyone. We have always tried to do the opposite: listen to the American market, but without ever losing our identity. We can adapt the way we communicate the product, improve the packaging and build a more modern distribution system, but the heart of the product must remain the same.

San Marzano DOP, for example, cannot be reinterpreted. Either respect it, or betray it. Its strength lies in its origin, its rules and its uniqueness. Our balance is this: to be modern in the way we bring the product into the world, but deeply faithful in the way we produce it and tell the story.

What are the most complex challenges for an Italian agri-food company that wants to grow abroad without losing its identity?

The first challenge is to maintain a constant quality. When you grow up, when you increase volumes and when you enter very large markets like the US, you must be sure that each product respects the same standards. For us this is possible because we have a strong control over the supply chain, from the field to the transformation.

The second challenge is to correctly communicate authenticity. Today the market is full of products that use the Italian identity as an image, but that do not always have a true connection with Italy. For a company like ours, which is really born from an Italian family and a specific territory, it is important to explain the difference.

The third challenge is to grow without becoming impersonal. Today Rega is present in America, is distributed, recognized and loved by many professionals and consumers. But it must always be a family story for me. Growth should not erase the human face of the company. On the contrary, it must make it even stronger.

Was there a decision that at the time seemed risky but which today considers decisive for the growth of the company?

Yes, surely the foundation of Rega USA. At the time it was a risky decision because it meant investing in a far, complex and very competitive market. We didn’t have the structure we have today. There was a strong vision, but also many uncertainties.

For me, however, it was a necessary decision. I felt that if we really wanted to bring Rega to America, it was not enough to ship products from Italy. We had to be there. We had to build relationships, trust and presence. We had to show the Americans that behind that brand there were a real family, a real story and a quality promise.

Today I can say that decision was decisive. Rega USA has allowed the brand to grow, to become known, to enter both the world of catering and consumer homes. It has transformed a family tradition of South Italy into an international history, without removing it from its roots.

Looking at the next few years, what is the next big goal for Rega? Is there a goal that you have not yet reached but that would like to see realized?

Our great goal is to keep Rega growing in the world while keeping his soul intact.

We want more and more people in the United States and more, understand the true value of San Marzano DOP tomato and the reason why this product is so special.

I would like Rega to become more and more a reference point for those seeking an authentic Italian identity. Not only a brand of tomatoes, but a symbol of quality, family, tradition and respect for the earth. A brand able to tell South Italy in the right way: not as a romantic image, but as a culture of work, raw material and true cuisine.

At the same time we want to continue to innovate. We are working on new lines, stronger communication, organic products and a more modern way to share our history. But for me the most important goal remains one: to make sure that the future generations of the Rega family can look at what we are building today and recognize the same values with which everything began in 1965.

L’articolo The history of Rega, from the heart of Campania to New York proviene da IlNewyorkese.

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