Nino Asaro is the fifth generation of the Asaro family, historical producers of extra virgin olive oil in the Belice Valley, Sicily. Today he plays the role of Business Development Manager at United Olive Oil, the family company that imports and distributes their products in the United States. Grown between Sicily and New York, Nino combines the deep knowledge of the olive oil chain with the global vision of the international market, promoting excellence, sustainability and authenticity of Sicilian oil worldwide.
The history of the Asaro family has its roots in Sicily in 1916. What is the most precious heritage you carry behind that agricultural tradition?
The company was officially founded in 1916 in Partanna, in the province of Trapani, by my trisnon. The first oil mill was small and began to crush the first olives for the production of olive oil and soap, intended for local sale. But our presence in the Belice valley dates back to the 1700s, with a purely olive farming tradition that has been handed down for more than 400 years. What I consider the most precious legacy is precisely this oil continuity, handed down for five generations, combined with the vertical integration of the company, which distinguishes us in the sector. Unlike most of the competition, which starts from oil mills or packaging machines, we start from the farm itself. We cultivate our olive trees, especially the Nocellara del Belice variety – the most famous olive in the United States – and we follow every stage of production to the final consumer. Still today, the family works in every sector of the company: from the farm, to the manufacturing, to the distribution. This verticalization allows us to maintain quality, tradition and authenticity, creating a direct link between the Sicilian land and the global market. In 1921 we launched the first brand and in 1922 we opened the first distribution company in the United States, which still represents a fundamental part of our success.
When did you realize it was time to turn a family business into a global brand?
The key is to understand not only the US market, but any market, maintaining its identity and translating it to the public. Translate does not only mean marketing and branding: it also means to structure the company according to local dynamics. Americans, for example, have a very structured approach to business, with particular attention to corporate governance and the role of corporate coaches. This difference affects the results and prompts us to change the marketing and branding strategy. The American consumer focuses less on the health and culinary properties of oil, as an Italian would, and much more on the history and heritage of the company. Translate tradition into a language that is understandable and relevant to Americans was the real crucial step to making our brand competitive globally.
Was there a turning point in your professional life, something that made you say “This is my path”?
Yes, absolutely. As the fifth generation of the company, I started in 2017 in Operations department, dealing with orders, logistics, accounting, finance and marketing. I wanted to understand the whole company thoroughly, from agriculture to distribution, because only by living each department you can really know the company. In 2020 I took over sales management in the HO.RE.CA sector. – hotels, restaurants and small specialized shops – developing business in North America. In a family business, roles change according to needs: as the departments consolidate, the family’s key members move where there is greater need. Personally, the most exciting part remains direct contact with customers, tell the story 110 years long and sell one of the best oils in the world.
The extra virgin olive oil market is increasingly competitive and confused. How do we build authoritativeness in an area where quality is not seen, but is it told?
The first factor is the consistency. Coherence in product quality, service, customer interaction and availability. It is not about saying that the customer is always right, but always has the right to ask and obtain transparency, continuity and support. Our role is also to educate customers and transform distributors into real brand ambassadors, who understand and tell our story. Only in this way a quality product becomes part of an authentic and lasting experience.
What is the most complex challenge in maintaining an authentic bond with the earth, while having a strong presence in the United States?
Paradoxically, the more the brand grows abroad, the more it strengthens the bond with the earth. Our expansion enhances the agricultural tradition and makes Sicilian reality accessible to the global market. Growing up in North America, we have also expanded and improved agricultural production to support international demand without losing authenticity.
What role will the new generations play in your company? Are you already transferring a part of your vision to them?
I and my brother are currently leading the fifth generation. He, younger than me, is following my footsteps, studying in New York and gradually taking responsibility in the sales department. Our vision is conveyed proudly, not only as a personal issue, but as a focus on the family and the centenary brand. The goal is to ensure continuity and strengthen the successful model developed in the United States, so that the history and quality of the brand are also carried out by the new generations.
L’articolo Nino Asaro: five generations of passion for olive oil proviene da IlNewyorkese.
