In a recent in-depth interview, Simone Reali — president of Maina S.p.A. — retraced the history of his company, reflecting on its growth journey, the challenges of the aftermarket sector, and the strategic importance of collaboration within networks such as Nova-Group.
Maina S.p.A. is a company with deep family roots, founded in 1968 by Simone Reali’s father — the same year Simone was born. «The company and I are the same age,» he proudly recalls. His personal and professional paths developed alongside the business, as he progressively took on various roles: from warehouse assistant to administrative officer, from sales representative to sales manager, up to his current position on the board.
A pivotal moment was Maina’s entry into Nova-Group, a consortium of companies in the aftermarket sector: «It was a significant change. The opportunity to engage with other operators, even competitors, forces you to challenge yourself and grow,» Reali states. This exchange not only stimulated professional development but also brought concrete benefits to the company: «We improved our internal operating system by sharing it with other members and strengthened supplier relationships through a more structured and professional interface.»
According to Reali, membership in Nova-Group is far more than a sum of numbers: «It’s not just an aggregate of turnover, but a collective of people and ideas that enrich all participants.» Competence, commercial integrity, and the ability to keep promises are the values that define both Maina and the identity of the consortium.
Among the most significant milestones in the company’s history, Reali recalls the 2005 acquisition of a competitor: «It marked a shift from internal growth to opening up to the outside. We realized we didn’t have everything we needed in-house and went looking for what we lacked. It was a challenge, but also a major enrichment.»
Today, what sets the company apart is its responsiveness and adaptability. «Our trump card is speed in responding, closeness to the client, and flexibility in our approach» he highlights — a crucial competitive advantage over larger players that may not be able to offer the same degree of customization.
As for the current aftermarket landscape, Reali describes it as «an uphill road, wide and full of turns and bumps,» but still rich in opportunities. «Today, very different business models coexist. Success will come to those who can find their own dimension, their own balance between product, price, and service.»
The human aspect remains central: «One of the secrets to success is listening more than speaking. Picking up signals from customers, the market, and the environment.» Reali compares this sensitivity to interacting with a horse: «It speaks a different language, but if you know how to read the signs, you can respond in the right way.»
In conclusion, Reali shares a clear reflection on the need for continuous adaptation: «The company today is very different from what it was ten or twenty years ago. We must be ready to question ourselves daily, because what will matter tomorrow is not what matters today — and certainly not what mattered yesterday.»
This story is a testament to how, even in a complex and competitive market, success is built on dialogue, continuous evolution, and the ability to connect and collaborate.
