Etoile to the future: interview with Alessio Santoni

Strategic Vision, Innovation, and Environmental Well-being: Alessio Santoni, Sole Director of Etoile, Discusses the Evolution of the Office Furniture Sector, the Role of the Company’s New Headquarters, and the Challenges Ahead.

The new company headquarters marks a key milestone for Etoile. What innovative solutions have you implemented to combine production efficiency, sustainability, and employee well-being?

Etoile will relocate in the course of 2025 to a fully renovated building, embracing principles that enhance the technological expertise the company has developed so far, particularly in its production processes. New machinery for aluminum processing will be introduced, and the layout of the production area has been reorganized to improve efficiency and streamline material preparation and shipping workflows. The office building, which also houses the company showroom, has been divided into two distinct zones: one dedicated to phone booths and guest relations, and the other reserved for product display. The workforce has been functionally reorganized into dedicated teams to increase operational efficiency. On the ground floor, all departments related to technical office services, logistics, production coordination, and installation have been brought together. The phone booth exhibition area is also located on this level, doubling as a space for meetings and guest reception, with private zones designed for online communication and in-person discussions. On the first floor, executive and administrative offices are now clearly separated from the technical and sales teams, ensuring a more efficient organizational structure. Special attention has been paid to acoustic comfort and lighting. Advanced noise reduction and sound-absorbing technologies have been applied to enhance the quality of the work environment. Lighting systems are fully automated (smart lighting), optimizing brightness and reducing energy consumption.The industrial facility itself will be equipped with a large photovoltaic system, taking advantage of its expansive roof space to produce renewable energy on-site—further improving resource efficiency and sustainability.

Your international growth is clearly evident, with major projects in Libya, Saudi Arabia and Qatar, as well as ongoing development in the United States. What strategies are you implementing to strengthen your presence in foreign markets?

Since 2024, Etoile has adopted a new commercial strategy, focusing more on distribution and strengthening its presence both in Italy and abroad. The company is not only reinforcing its position in countries where it already operates but also investing in new partnerships to grow its distribution network. This includes direct sales in key markets and the transfer of know-how, following successful models like the Divilux project in Portugal. The goal is to make the Etoile brand more recognizable, highlighting its key values: product quality, design and consulting expertise, and the ability to customize solutions based on each client’s needs. Expanding into international markets has led to a reorganization of the technical and commercial team, which now includes new back-office staff and professionals—both Italian and local—focused on managing requests and exploring new business opportunities. Another important objective is to diversify the company’s sales base to avoid relying too heavily on a few specific markets. This ensures a more balanced global presence. The growing complexity of international trade and evolving customer expectations require a more dynamic and well-structured approach. While Etoile has always had an international mindset, today’s challenges demand even greater strategic focus.

The introduction of the E.Box acoustic booths and new digital technologies marks an important step forward. In what ways do you see these innovations shaping your position in an increasingly competitive market?

The E.Box project has opened up new opportunities for Etoile, enabling engagement with a broader range of stakeholders, including major multinational corporations and companies with innovative work models. The orders received so far confirm growing interest from clients who had not previously considered Etoile a strategic supplier. E.Box has also become a key driver of international expansion. While the adoption of acoustic booths in Italy has been relatively slow, these solutions are already well established in Northern Europe, the UK, and the United States. This shift allows Etoile to position itself as a key player in the global market, offering workspace design and partition system solutions. In parallel, the company has invested in reorganizing its management and design tools. In 2025, a new specialist role will be introduced to support the reconfiguration of 3CAD and Essenzia software platforms. The goal is to speed up quoting, optimize project management, and automate processes such as cutting, drilling, and material handling for partition wall production. This investment is part of a broader reorganization and development plan that involves both internal operations and the network of agents and resellers. A more efficient use of digital tools will help shorten response times and improve delivery management—making the company even more competitive in the market.

Looking ahead, what are the key challenges and opportunities for Etoile in the office furniture sector?

With the launch of E.Box, Etoile has, at least for now, completed its product development phase for office environments in terms of partition walls and acoustic booths. The company does not plan further investments in office furniture, except for enhancing the dodici line—an aluminum meeting table system that will be improved to increase both efficiency and sustainability. Etoile now faces two key challenges. The first is to upgrade existing products by integrating new technological solutions and obtaining performance certifications needed to better meet market demands. At the same time, the company’s commercial strategy is focused on client retention and improving the quality of its revenue—rather than simply increasing sales volume. What’s needed is what the company defines as “good revenue”: not just higher numbers, but stronger margins and long-term loyalty from agents, resellers, contractors, and end clients. The real challenge, therefore, lies in efficiency and quality—an ongoing pursuit marked by a mix of achieved goals and others that are still aspirational.