Some find meaning in work when they do it in their own particular way. Someone strives to be the best and is constantly learning. The Italians have their own recipe: for work to bring joy, it must be present in life from childhood! Gianni Martini, owner of the Italian winery Fratelli Martini and the Canti brand, spoke about his experience.
It’s hard to imagine how you can think only about work. But for Gianni Martini, this is normal: he does not get tired of talking about wine, about the intricacies of the grape business, the nuances of fermentation, aging. He looks like he came to Russia to hang out at some social event — in jeans with a jacket and a light white shirt, with careless bristles. However, he only has an hour of time — then one more interview, and then he will fly back.
The company, run by Gianni Martini — don’t let the name fool you, no connection to the famous brand — is based in Piedmont. This is the largest private farm in all of Italy. Every year they sell tens of millions of bottles of wine around the world. The company remains in the hands of one family.
“For Italy, it’s a common thing,” Gianni grins. Here traditions are valued no less than the ability to count numbers. We talked to him about his love of work, working in a family environment, priorities and values.
Psychologies: Your family has been making wine for several generations. Can you say you didn’t have a choice?
Gianni Martini: I grew up in a region where winemaking is a whole culture. Do you know what it is? You can’t help but face it, wine is constantly present in your life. My childhood memories are the pleasant cold of the cellar, the tart smell of fermentation, the taste of grapes.
All summer, all warm and sunny days, I spent in the vineyards with my father. I was so intrigued by his work! It was some kind of magic, I looked at him as if spellbound. And I’m not the only one who could say that about myself. There are many companies around us that produce wine.
But not all of them have achieved such success …
Yes, but our business grew gradually. He is only 70 years old and I belong to the second generation of owners. My father, like me, spent a lot of time in cellars and vineyards. But then the war began, he went to fight. He was only 17 years old. I think the war hardened him, made him firm and resolute. Or maybe he was.
When I was born, production was focused on the locals. Father sold wine not even in bottles, but in large tubs. When we began to expand the market and enter other countries, I was just studying at the energy school.
What is this school?
They study winemaking. I was 14 years old when I entered. In Italy, after seven years of primary and secondary school, there is a specialization. I already knew then that I was interested. Then, after graduating from high school, he began working with his father. The company was engaged in both wine and sparkling. The wines were sold in Germany, Italy and England. I had to learn a lot in practice.
Was working with your father a challenge?
It took me two years to win his trust. He had a difficult character, besides, he had experience on his side. But I studied this art for six years and understood something better. For three years, I was able to explain to my father what needs to be done to make our wine even better.
For example, traditionally wine fermentation occurs with the help of yeast, which is produced by itself. And I specially selected yeast and added them to make the wine better. We always met and discussed everything.
My father trusted me, and in ten years the entire economic side of the matter was already on me. In 1990, I convinced my father to increase his investment in the company. He died four years later. We have worked together for over 20 years.
With the opening of the international market, the company could no longer remain a cozy family business? Is something gone?
In Italy, any company — small or large — still remains a family business. Our culture is Mediterranean, personal connections are very important here. In the Anglo-Saxon tradition, a small company is created, then a holding, and there are several owners. All this is rather impersonal.
We try to keep everything in one hand, to deal with everything independently. Such large producers as Ferrero and Barilla are still absolutely family companies. Everything is passed down from father to son in the literal sense. They don’t even have shares.
When I entered the company at the age of 20, I did a lot of structure. In the 1970s, we began to expand, I hired a lot of people — accountants, salesmen. Now it is a company with «broad shoulders» — clearly structured, with a well-functioning system. In 2000 I decided to create a new brand — Canti. It means «song» in Italian. This brand personifies modern Italy, which lives in fashion and design.
These wines are joyful, energetic, with pure rich aromas and tastes. From the very beginning, I wanted to distance myself from the old Italian pillars, from regions that are well known to everyone. Piedmont has a huge potential for innovative, youthful wines. I want to provide the consumer with a quality that is above and beyond what is available at the same price.
The world of Canti is a combination of refined style, ancient traditions and typical Italian joy of life. Every bottle contains the values of life in Italy: a passion for good food and good wine, a sense of belonging and a passion for everything beautiful.
What is more important — profit, the logic of development or tradition?
Depends on the case. The situation is changing for Italy too. The mentality itself is changing. But while everything works, I value our identity. For example, everyone has distributors, and we distribute our products ourselves. There are our branches in other countries, our employees work.
We always select the heads of departments together with our daughter. She has just graduated from fashion school in Milan with a degree in brand promotion. And I asked her to work with me. Eleonora is now in charge of the brand’s global image strategy.
She herself came up with and shot videos, she picked up the models herself. In all airports in Italy, the advertisement that she created. I bring her up to date. She must know all industries: economics, recruitment, work with suppliers. We have a very open relationship with our daughter, we talk about everything. Not only at work, but also outside.
How would you describe what is most important in the Italian mentality?
I think it’s still our reliance on the family. She always comes first. Family relationships are at the heart of companies, so we always treat our business with such love — all this is passed along with love and care. But if my daughter decides to leave, do something else — why not. The main thing is that she is happy.