The Italian brand Valcucine belongs to the very top of kitchen furniture design in the world. Present in more than 60 markets, it distributes its kitchens through over 285 showrooms, 28 of which are monobrand Ateliers. As of September 1st, the position of CEO will be taken over by Damir Eskerica, a Bosnian and Herzegovinian (BiH) with long-standing experience in the design industry.
In an interview, Damir speaks exclusively about his career path, today’s market opportunities, and also recalls his hometown, Sarajevo, which he left with his mother at the age of 11 in one of the last United Nations (UN) convoys at the end of 1992.
Profitability is not the only measure of success in business
Remaining true to one’s authenticity, as well as the brand’s, will be one of his main goals, he says.
“Valcucine has a history that few companies in this sector possess. And it needs to be told worldwide – because the potential for global recognition of the brand’s value is enormous. That is precisely what attracted me, and I believe it is one of the main reasons I was brought into this position. We want to deepen relationships with existing markets, strengthen human relationships within and outside the company, as well as those with our clients, and then strategically expand further,” says Eskerica.
He notes that working in this industry, which is demanding but at the same time creative, is a great privilege. Profitability in business is important, but it’s not the only measure of success.
“What I’ve learned so far in business is that it’s important to know when to follow the heart and when to follow data, and in which phase one should dominate over the other. Both are very important. It truly is a great privilege to be in this world, because there are few sectors left where you can follow your heart, and this is one of them,” he says.
Entering Moroso
He has held various positions in the furniture industry. He began his career in 2006 at the company Medeot Srl, and two years later joined one of the world’s most renowned exclusive furniture companies – Moroso Spa, where he started as a sales manager. After just four years, he rose to vice president of its United Kingdom (UK) branch, and in 2018, took over as CEO of the entire group.
He still remembers the three-hour job interview, which, he says, wasn’t promising at first, because they told him, even before the official interview, that he was too young. But the next day, he was informed that he got the job.
“My determination probably made the difference,” he says.
The interview wasn’t typical. More than whether he’d get the job, he recalls, it was important to establish a dialogue, to see whether Moroso was the right environment for him and whether it would give him the opportunity to learn and grow professionally.
“I wasn’t afraid of whether I’d get the job or not. I knew: if this door doesn’t open, I’ll knock on 200 more. One will open,” he says.
To young people just beginning their careers, he advises not to be discouraged when tough moments arise, because they always will. But even then, he says, it’s important to remain calm and wait for your chance.
“At the beginning, especially, it wasn’t most important for me to find the job of my life. I knew that would take time. But it was very important to find a job where I could step out of my comfort zone and learn the rules of the game as soon as possible.
Moroso was, he says, the first real start.
“I entered the company at 27, and now I’m leaving it at 44. I’m endlessly grateful for the trust placed in me. They let me lead the company during challenging times. Through working together, I learned how important it is to remain human – an honest person – in every situation. That, I believe, is one of the most valuable life lessons I could take from a family business. Although it’s a high-end luxury sector, they remained a true family, with great respect for others.
I had the chance to travel the world. I met incredible people. Among them are many of our people in the diaspora who have been extremely successful in life. That helped shape me as a person. I wouldn’t have achieved any of this without Moroso,” says Eskerica.
How design has changed over the last 15 years
Over all his years of work, he says, he has witnessed how the world of design is changing and evolving globally.
“Design 10 or 15 years ago was more like a distant luxury. Like something we didn’t understand. Far from us. But now, it’s not only familiar to people, but to customers, it’s something expected. And it’s no longer just the product that matters; people want the experience. Which is very interesting to me, because through design we explain and share our values. I think today’s design is much more about values and the product than it used to be. Before, it was just the product. People knew much less about it.”
Now, a new business challenge lies ahead. To steer the Valcucine brand towards new successes.
In addition to being a synonym for innovation in the market, Valcucine also has a reputation as a brand committed to environmentally conscious production and ergonomic design. The glass version, introduced in 2006, was the first kitchen ever to be 100% recyclable.
Why I decided to work for Valcucine
“Many companies today talk about sustainability, while Valcucine started talking about it 30 years ago – at a time when no one else was. And that’s one of the reasons why I truly wanted to work for this company.
When you enter it, it’s a beautiful environment. Libraries, paintings, a big park… Everything is nature. And it’s not just about the kitchen here, it’s about an entire way of life,” explains Eskerica, and elaborates on what is crucial today for a company to position itself in a big market beyond just product quality.
“Many companies think that the way they do business in their own country is the way they should do business in another country. And that’s often the first mistake made.
Doing business in China is different than doing business in Japan. Doing business in Australia is different from doing business in India. So, you need to stay grounded. And listen to a specific market, understand its needs, and work accordingly.
Second, what I think is most important – as a company, but also as an individual – is to be authentic. You have to truly be who you are. And it’s very important not just to sell products, but to explain what your values are. Because people first buy values, then products,” he notes.
The luxury market doesn’t operate on short-term strategies
The luxury market doesn’t operate on short-term strategies – they are built to be long-term, and at the core is a great respect and connection with the customers.
Looking back on his career and all he has achieved, he says he didn’t always have much more talent than others, but he did have much more determination.
“I never had a plan B. I didn’t have family or someone behind me. I had to succeed. I couldn’t afford not to be motivated. I always had enormous motivation. Today I’m a fulfilled man, because everything I’ve learned, I learned through work, and thanks to this sector, I’ve preserved my human values.”
Leaving besieged Sarajevo
He often comes to BiH today. He remembers December 1992, when his father saw him and his mother with the last UN convoy from besieged Sarajevo. Although the plan was to reach Canada, they couldn’t get a visa, so from Zagreb, they went to Italy, where an Italian family gave them a home. His mother, an economist, got a job in a factory, and step by step, they slowly, he says, organized a life in Italy.
“I don’t think my experience was harder or worse than anyone else’s. The more time passes and the longer I live abroad, the more I feel like a Bosnian.
I’m very proud of my country, my city, my people,” says Damir, who also follows the successes of the BiH wood industry.
BiH’s wood industry
“I’m connected to it. My father was a professor at the Faculty of Forestry in Sarajevo, so I grew up surrounded by that culture. The wood industry in BiH is doing very well. It’s getting stronger. There are BiH brands that have already positioned themselves in foreign markets. As for the industry in general, I think we should be proud of ourselves and stop hiding behind statements like: ‘We’re small.’ We shouldn’t think like that. BiH has enormous potential. The raw material, the hands, but it needs a system and strategic leadership. We shouldn’t be arrogant, but we should be proud of ourselves,” Damir says at the end of the interview for Forbes.
