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A record year. Despite the uncertainties caused by American tariffs, the ongoing international geopolitical conflicts and the whirlwind technological transformations, revenue growth should be close to 10% and will propel the Molteni group (the largest Italian industrial furniture-design company owned entirely by the family) towards a turnover of 560 million euros, with an Ebitda growing in double digits. But, above all, “we are recording very positive and homogeneous growth in all divisions and companies”, explains the group’s CEO, Marco Piscitelli.
Unprecedented growth in the office
Not only did the flagship brand (Molteni&C, furniture and kitchens) manage to grow solidly in months in which the high-end design market recorded a slowdown globally. But, furthermore, the companies of the UniFor and Citterio office recorded an unprecedented acceleration, after still managing to hold on in the difficult post-Covid years. «The competition in this sector is enormous and in recent years it has increasingly shifted towards the price factor – explains Piscitelli -. Therefore it is a source of great pride for us to be appreciated and chosen by large clients for the quality and service we offer.” Among the recent projects that have seen the office division as protagonists there is, for example, the new headquarters of JP Morgan in New York, for which Molteni Group has supplied technical furnishings, but also furniture for some common areas under the Molteni&C brand.
The synergy between the various companies of the group is, moreover, one of the factors that has accelerated its competitiveness in recent years: «For many of these large projects we work more and more as a group, offering solutions and products that range from the home to the office, from boiserie to doors, from kitchens to the outdoors, passing through that world that lies in between these two environments, which are increasingly contaminated with each other – observes the vice-president of Molteni&C, Giovanni Molteni -. In this intra-group logic, we are able to offer customers increasingly integrated solutions and services.”
Investments in innovation
An integration also made possible by the substantial investments made every year to innovate the production lines (over 10 million euros in 2025 alone), in particular on the digitalisation and sustainability front. «We are investing heavily in machinery that can communicate with each other even between different plants», explains Giovanni Molteni. It is the beginning of a path that will take years, such as the one on the integration of artificial intelligence systems in production, or on the circularity of design and production. «We are now used to thinking over a time frame of at least three years, as far as investments are concerned – specifies Piscitelli -. For an extremely complex and varied group like ours, which generates its turnover both through retail sales and large contract projects, investment planning is fundamental. And this has guaranteed us measured, calculated and stable growth for years now.”
Strategie distributive: Dos e contract
In contrast to the furniture sector, the Giussano group has also managed to grow by double digits in the retail sector, which has been suffering greatly globally for almost two years, thanks also to a distribution strategy that focuses on flagship stores and directly managed stores (Dos). In fact, the last year has seen not only the opening of several single-brand stores around the world (including Sao Paulo, Tokyo, Wuhan, Bangkok), but also the acquisition of three Dos (in Singapore, Melbourne and Sydney). Another 12 new flagships are planned for 2026, from Riyadh to the Caymans, from Bangalore to Toronto, and a Dos in Lyon.
