It was 1878 when Gennaro Auricchio, Founder of the cheesemaking company that still bears his name, embarked on an ambitious entrepreneurial venture.

His journey had taken him north to fight in the Battle of Solferino and San Martino, one of the defining battles of the Italian Wars of Independence. During those long months on the move, Gennaro noticed something others had overlooked: vast stretches of pastureland, farms, cows everywhere and milk in abundance. He saw an opportunity to make a different kind of cheese. After the war, he left San Giuseppe Vesuviano, near Naples in southern Italy, and settled in Cremona, a city in the northern Italian region of Lombardy.

A century and a half later, Auricchio is preparing to celebrate its 150th anniversary. Still family-owned, the company has grown into an internationally recognized producer of Italian cheeses, best known for its Provolone.

“That’s how we began: with an idea from our great-grandfather, who came from a family of merchants and had a handful of gold coins sewn into his jacket to keep brigands from stealing them. He had realized that milk was plentiful in the north.”

Gian Domenico Auricchio

Today, Auricchio exports its cheeses to 72 countries. Gian Domenico Auricchio, who holds Italy’s Order of Merit for Labor and serves as President of the Cremona-Mantua-Pavia Chamber of Commerce, has another reason to be proud: the latest economic figures for Pavia, another city in Lombardy, points to a decidedly positive trend.

“Something substantial and well-structured is taking shape.”

What do the figures tell us?

“They show that Pavia is doing well. The numbers point to a dynamic economy on a solid growth path. Key indicators strengthened steadily between 2023 and 2025, and in 2026 industrial production has taken a clear step forward.”

What does that mean?

“That Pavia is finally moving.”

What is driving this change?

“Several factors. I believe Pavia has benefited from an exceptionally favorable combination of circumstances in recent years, with different players working together to support the city’s growth.”

When did Pavia’s revival begin?

“I would say it began with the commemoration of the Battle of Pavia. It was an outstanding effort, made possible by close cooperation with charismatic political leaders, the essential contribution of the Fondazione Monte di Lombardia and the city government. From that moment on, Pavia changed. It was as if the city had been reborn.

“It is no coincidence that the success of that exhibition, which also brought President Sergio Mattarella to the city, was followed by Innovation Week. Pavia now has everything it needs to relaunch itself, and it is ready to do so.”

Are the Chamber of Commerce figures a result of that work?

“They reflect a sustained effort built on dedication and confidence, and it is beginning to pay off. Confidence and optimism are essential. Industrial production is accelerating, exports from the Pavia area are growing, and the pharmaceutical sector is booming. Ultimately, it comes down to believing in a region’s potential and being willing to invest in it.”

Much as your great-grandfather did?

“His was a bold entrepreneurial gamble, driven by vision and confidence. No one in the family had ever made cheese. He was able to connect the dots: Cremona had plenty of milk, and a high-quality product could find a market. That is exactly what happened.”

What is the secret to remain competitive for 150 years?

“Never stop innovating. Each generation has taken an important step forward. At the end of the 19th century, Gennaro’s son — my grandfather — saw many people from his hometown leaving for America and Australia in search of a better life. He realized that exporting Auricchio cheese to those countries could be a good business opportunity.”

And was it?

“Absolutely. We have always been particularly strong in the United States. For Italian immigrants, arriving in a foreign country and finding Auricchio was a way to stay connected to their homeland. It was deeply moving — a bond rooted in the heart and in the land. Even today, the U.S. accounts for about 21 percent of our total revenue.”

What was the most difficult moment in the company’s history?

“There have been two particularly difficult periods in our 150-year history. During World War II, an American bomb hit our factory. It was a tragedy: 11 employees died, my father was hospitalized in critical condition, and the plant was completely destroyed. But we got back on our feet. The women in my family sold their jewelry, and we rolled up our sleeves and started rebuilding.”

And the second?

“My father’s brother lost everything gambling. In the middle of the night, my father called an emergency meeting with me and my two brothers. He explained the situation, and we decided, at considerable cost, to buy out our uncle’s share.

“My father looked me in the eye and said, ‘Starting tomorrow, you’re joining us at the company.’ I had nine exams left to finish university, so I studied in the evenings while working at the company. I had to work my way up from the bottom.”

How do the three of you manage to work together today?

“We are three Managing Directors, each responsible for a different area.”

Do you ever disagree or argue?

“We know when to take a step back. Family unity and harmony come first. We are raising our children and grandchildren with the same values. Even now, with only our 96-year-old mother still with us, we all go to her house for dinner every Sunday. We spend Christmas and birthdays together, too — not out of family obligation, but because we genuinely want to be together.”

So yours is a large family from Campania that has made its home in Cremona?

“Yes, pretty much. My brother is about to celebrate his birthday, and he has invited everyone to a big party.”

At that moment, his brother Antonio walks into the office, approaches him and smiles.

“That’s right. I’ve already invited them all. Everything is better when we’re together.”