In the latest installment of the “From Children to Entrepreneurs” series, Jordan Mozzanica speaks with Paolo Borroni, head of MB, a fire extinguisher manufacturer founded by his parents in 1989. The conversation brings together two members of the second generation to explore what it means to go from assembling extinguishers in the evening with friends to leading a 50-person company with its sights set on international markets.
The Roots: Growing Up in a Family Business
Paolo’s entry into the company did not take place on one specific day, but gradually. He officially joined in 1999, just after he earned his degree in economics and business: he graduated on November 22 and was already at the company the very next day. But the truth is that the business had been part of his life long before that. Summer vacations were spent there, and so were his first jobs during university. And when both parents are working on the same project, conversations about fire extinguishers inevitably follow you home: the “no work talk at the dinner table” rule may have existed, but it was certainly never observed. It was in that everyday atmosphere that Paolo and his sister Mara, now head of administration, found themselves on a path that had already been clearly laid out.
Learning the Ropes: Evenings Spent Assembling Fire Extinguishers
In the nineties the company grew by leaps and bounds, and there were never enough hours in the day. So, while he was at university, Paolo would spend his evenings at the company with two classmates assembling fire extinguishers. It was practical help during a period of fast-paced growth, but it was also the first step in what he considers a fundamental principle: gaining experience from the ground up. Learning what a valve is, understanding how components are put together, getting to know the rhythm of a production line and listening to experienced workers who had known the trade for years. He says he learned the technical side of the product from his father and from his daily work on the products themselves.
All the Way Up: From the Warehouse to Company Leadership
Paolo’s journey took him through every department. He was 24 when he started working full time and had little experience beyond his studies, so he became the person who could step in wherever needed: if someone was missing in production, he covered production; if someone was missing in the warehouse, he helped out in the warehouse. Only later did he move into administration and sales, an area he admits he did not initially feel particularly suited to. It was a skill he discovered and built over time, working alongside capable colleagues his parents had brought into the company as it grew. Those years passed almost without him realizing it, but they gave him all-around experience: today, he knows what he can give to and ask of every person in the company.
The Generational Handover: Gradual, Natural and Seamless
When asked how he managed the handover with his father, Paolo explains that there was never one single moment of transition. His parents, who are still active in the company today at 79 and 76, made a point of involving him and Mara in key decision-making moments, which made the transition feel natural. If one turning point had to be identified, it would be linked to a serious health issue his father faced: that was when Paolo instinctively thought, “Now it’s my turn.” From that moment on, the day-to-day running of the business shifted onto his shoulders, with the continued support of the team around him.
The Entrepreneur as Coach: Trusting People
One of the most compelling parts of the interview concerns the role of the entrepreneur. Even in internal meetings, Paolo often uses the image of the coach: a person who chooses the right people, puts them in the conditions to do their best work and guides the team toward a goal. A company, he reminds us, is made up of people, and no entrepreneur can achieve major goals alone: you can be the Messi of the situation and score ten goals, but without a team that shares your vision, you will concede twenty. At MB, every technical area is entrusted to people who, he says without hesitation, are far more knowledgeable than he could ever be. It is a vision that challenges a common misconception among those leading family businesses: the idea that you have to know everything and do it all yourself.
Young People, Investments and New Markets
Today, MB has around 50 people, and more than half are under 35, especially in the production department. For Paolo, investing in young people is not just a catchphrase: the next generation will be the ones who bring results to the company, and to themselves, in the years ahead. He looks for one essential quality: seriousness, together with a willingness to learn and take on challenges. On the industrial side, the company is making significant investments in new production systems to increase capacity and strengthen its presence in developing sectors such as foam extinguishers. Because for a manufacturing company, even more than for a service company, standing still means being overtaken very quickly.
What He Would Say to the Paolo of 1999
Looking back, Paolo remembers his first days in the office, when answering a customer’s question or handling a negotiation felt incredibly difficult. He would tell his younger self that working alongside highly skilled people would change him, both as a person and as a professional. And today, when he sits at industry association tables, he realizes that the “gurus” of the past have given way to their children: the second generation now has a seat at the table, which means that the entrepreneurs of that time succeeded in passing on important values.
A Dream for the Future: Growing While Staying True to Quality
Looking ahead, the goal is to keep growing, including in international markets. Paolo recently returned from an international trade fair with a sense of personal satisfaction that is worth more than any set of figures: customers confirming that they want to work with MB because behind it are serious people and a quality product. It is confirmation of the path his father set out in 1989, when he chose to focus entirely on quality products and high-level service. It is a path Paolo has followed with effort, because nothing is handed to you, but one he is now happy to pass on as a message to the next generation: in this sector, those with the drive to act and a clear sense of direction can still achieve a great deal.