PIZZA, PASTA, PEOPLE: INSIDE L’OSTERIA’S FORMULA FOR GROWTH
L’OSTERIA FOOD & BEVERAGE
2 | EME Outlook Issue 73
PIZZA, PASTA, PEOPLE: INSIDE L’OSTERIA’S FORMULA FOR GROWTH L’Osteria is transforming Europe’s culinary landscape by focusing on creating a distinctive Italian dining destination where guests feel at home. CEO, Jacek Trybuchowski, highlights the brand’s impressive growth, emphasising how the restaurants don’t just serve delicious dishes; they foster a sense of family WRITER: RACHEL CARR PROJECT MANAGER: PRESLEY SMITH
Jacek Trybuchowski, CEO
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L’OSTERIA FOOD & BEVERAGE
D
ating back centuries, osteria refers to a traditional place for food, wine, and socialising, which still exists today. The term describes a casual, affordable restaurant with a welcoming atmosphere and home-style cuisine. L’Osteria, a distinguished Italian restaurant brand, embodies this concept, promoting communal dining and authentic Italian dishes. Established in 1999 in Nuremberg, Germany, it quickly gained popularity amongst locals for its inviting ambience and delectable offerings. What began as a small restaurant soon grew into an ambitious vision for its founders, Friedemann Findeis and Klaus Rader, to expand. After the success of its inaugural location, L’Osteria opened additional restaurants in Rosenheim, Regensburg, and Munich. In a significant milestone for the company, 2009 marked the launch of its first franchise restaurant in Neumarkt in der Oberpfalz, Bavaria,
signalling a new era of growth. Also in 2009, L’Osteria opened its first freestanding restaurant in Augsburg. The expansion trajectory moved beyond Bavaria’s borders, paving the way for a broader presence across Germany. In 2011, L’Osteria embarked on an exciting international adventure in Austria, partnering with gastronomy entrepreneur Maria Klara Heinritzi. Subsequently, the company ventured into nine more European markets, including Switzerland, England, the Czech Republic, the Netherlands, France, Luxembourg, Poland, Spain, and Denmark, enriching its culinary influence across the continent. Currently, L’Osteria operates over 220 locations in 11 countries and employs nearly 9,000 people. “At L’Osteria, success and sympathy go hand in hand – within ‘La Famiglia’, cooperation between suppliers, partners, and employees is the highest maxim,” introduces Jacek
Trybuchowski, CEO. “This also benefits guests: service and hospitality are top priorities. The reliable quality of products such as the ‘best, best pizza and pasta d’amore’, along with the pleasant atmosphere in the restaurants, completes the concept.” At the heart of L’Osteria’s remarkable journey is a strong commitment to a values-based culture, emphasising the continuous optimisation of operational processes and employee development. This has helped to solidify its reputation not just as a restaurant, but as a beloved dining destination. The company is based on a three-pillar system: company-owned restaurants, joint-venture restaurants in which the parent company, FR L’Osteria SE, holds at least a 50 percent stake, and traditional franchise restaurants. In 2025, FR L’Osteria SE acquired a majority stake in Pizza Pilgrims, a British restaurant brand specialising
L’OSTERIA FOOD & BEVERAGE
in Neapolitan pizza. This was the next step in building a Europe-wide Italian brand platform for casual dining.
THE GUEST EXPERIENCE All L’Osteria restaurants follow the same operational framework, covering everything from ingredient specifications and kitchen processes to hospitality standards. “We believe consistency stems from clear standards, strong leadership, and continuous training. We invest significantly in developing our team because well-trained staff, rather than manuals, create exceptional guest experiences,” Trybuchowski informs. “Providing a uniform guest experience across a diverse portfolio demands discipline, training, and trust in local teams. Guests are not concerned with organisational charts or market structures; they expect the same outstanding L’Osteria experience, regardless of which restaurant they visit.” When entering any L’Osteria
restaurant, whether in Munich, Vienna, or Prague, Trybuchowski believes the food, atmosphere, and hospitality should be instantly recognisable – a standard he aims to maintain as the company expands throughout Europe. Another key element of the quality strategy is a centralised supply chain, storing and distributing most products from two logistics hubs in Germany to supply all L’Osteria restaurants across Europe. This approach ensures consistent product quality across all its markets whilst creating significant purchasing efficiencies. “We locally source only a select number of beverages and ultra-fresh items, such as fruits and vegetables, to guarantee maximum freshness,” assures Trybuchowski.
CRAFTING AUTHENTICITY Brand identity is integral to L’Osteria as it shapes the restaurant’s overall perception and experience.
HOW DO YOU INTEGRATE SUSTAINABILITY INTO YOUR OPERATIONS, PARTICULARLY WITH YOUR FRESH PRODUCTS, INGREDIENT SOURCING, AND WASTE MANAGEMENT? Jacek Trybuchowski, CEO: “For us, sustainability is not just a separate initiative; it is an integral part of our daily operations. It begins with the products we offer. “We prepare dishes fresh to order, which allows us to deliver high-quality food whilst minimising unnecessary waste. We source ultra-fresh produce, such as fruits and vegetables, locally in each country to ensure maximum freshness and shorter transportation routes. “Responsible sourcing is another key priority. As part of our Sustainability Roadmap 2030, we are committed to sourcing 25 percent of our ingredients from certified organic agriculture or aquaculture and 25 percent of our animal-based products from farms that meet higher animal welfare standards. “Reducing waste is equally important to us. Through careful purchasing, forecasting, and inventory management, supported by digital tools, we are continuously working to improve efficiency and reduce food waste with a goal of decreasing it by 25 percent before 2030. “We believe that sustainability and operational excellence go hand in hand. Responsible business practices are essential for long-term success and for creating value for our guests, employees, and partners.”
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L’OSTERIA FOOD & BEVERAGE
UNITING FLAVOURS, CREATING A LEGACY The company aims to establish and expand an Italian brand platform with one core principle: L’Osteria and Pizza Pilgrims will be managed and developed independently to build on their respective strengths and individual identities. “Both concepts share a passion for Italy, its cuisine, and special joie de vivre, authentically embodying these values, yet expressing them through their own distinct character and unique personality,” acknowledges Trybuchowski. FR L’Osteria SE intends to leverage this shared foundation significantly and strategically for both brands.
“Italian kitchen culture is at the centre of everything we do. Our dishes are inspired by authentic Italian cuisine and adapted to our concept’s operational standards. To find the right ingredients and culinary influences, we work closely with our suppliers and partners from Italy,” Trybuchowski notes proudly. “To this day, around a third of our ingredients still come directly from there, which enables us to maintain the quality and credibility our guests have come to expect from us.” Trybuchowski believes that Italian food is not just a trend; it is a craft based on simplicity, quality ingredients, and hospitality. This philosophy is reflected in L’Osteria’s well-known classic dishes, generous portions, and easy-to-understand dishes, whilst allowing for seasonal specials on its ever-changing menu della casa. “We have made a conscious decision not to follow every food trend, but rather to pick up on the 8 | EME Outlook Issue 73
“We intend to grow with discipline, a clear brand identity, and the ambition to create restaurants that people actively want to return to” – JAC E K T RY B U C H OWS K I , C E O, L’OSTERIA
ones that genuinely fit with our brand identity. We then take our time to adapt them properly to our system,” he explains. L’Osteria sets itself apart by having a clear understanding of its identity. Standing for authentic Italian casual dining, generous hospitality with great value for money, and a lively, warm, and accessible atmosphere, the combination of iconic food, emotional relevance, and operational scale makes the brand distinctive.
“Pizza Pilgrims in Germany can draw on existing structures in purchasing and logistics, such as through joint negotiations with producers and suppliers – a major advantage. In addition, we see potential for synergies in HR development, training, digitalisation, and site development or expansion. “In some cases, locations not ideally suited to one concept may offer interesting opportunities for the other. Both brands can equally benefit from exchanging expertise, knowledge, and experience, best practices, and common tools across markets,” he states. The goal is to become the leading casual dining brand in Europe by 2030 through disciplined expansion and enhanced support systems, growing FR L’Osteria SE in current and select new European markets whilst partnering with those who share its culture. “We are investing in digital tools, logistics, training, and supply chain resilience to support sustainable growth. Additionally, we are building an Italian brand platform focused on sustainably creating value, exemplified by our investment in Pizza Pilgrims,” Trybuchowski shares.
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“Our guests recognise us immediately thanks to our oversized pizzas, high-quality pasta, open kitchens, beautiful restaurants, and welcoming La Famiglia vibe,” smiles Trybuchowski. In a competitive market, L’Osteria knows product quality alone is not enough. Guests remember the whole restaurant experience and how a place makes them feel, which is why hospitality remains its strongest point of difference.
“If we stay true to our Italian heritage whilst making the dining experience easier, warmer, and more consistent, I believe L’Osteria will remain highly relevant across Europe”
BLENDING TRADITION WITH TECHNOLOGY
a clear brand identity, and the ambition to create restaurants that people actively want to return to,” he reports emphatically. “If we stay true to our Italian heritage whilst making the dining experience easier, warmer, and more consistent, I believe L’Osteria will remain highly relevant across Europe.” Indeed, artificial intelligence (AI) is becoming an increasingly important enabler in restaurant operations, and L’Osteria already uses data-driven
Trybuchowski believes that continuing to invest in areas that will strengthen the L’Osteria experience, such as digital guest journeys, simpler restaurant operations, better planning tools, and training, will help teams spend more time with guests. Whilst technology is important to the company, it should support, rather than replace, hospitality. “We intend to grow with discipline, 10 | EME Outlook Issue 73
– JAC E K T RY B U C H OWS K I , C E O, L’OSTERIA
forecasting and planning tools to optimise labour scheduling and cost of sales, improve purchase accuracy, control costs, and manage restaurant reservations. “AI tools enable our teams to make better decisions faster, freeing up managers’ time to focus on leadership, team development, and the guest experience,” reveals Trybuchowski. In addition, L’Osteria continues to invest in modern kitchen equipment, digital operating systems, and integrated restaurant technologies that simplify processes, increase consistency, and enhance efficiency without compromising on hospitality.
CULTURE AT THE CORE Successful expansion requires L’Osteria’s culture to grow alongside its restaurants. “We have dedicated many years to building a strong company culture, which is why employee development is central to our growth strategy,” Trybuchowski declares.
More than a distributor: How T&R Global Food creates tailor-made solutions together with its customers Partnership instead of off-the-shelf products Headquartered in Münster, Germany, T&R Global Food GmbH & Co. KG has established itself as an international partner for the import and export of frozen and chilled raw materials, including meat, seafood, dry goods, and vegan convenience products. In addition to its headquarters in Germany, the company operates locations in Vietnam, Israel, and Romania, ensuring close access to global sourcing markets while enabling efficient communication and streamlined decision-making processes. As a full-service partner, T&R Global Food supplies customers across wholesale, foodservice, the food industry, and the retail sector. A broad product portfolio, proprietary brands, and a high degree of flexibility form the foundation of the company’s success. What truly distinguishes T&R Global Food, however, goes far beyond traditional food distribution. Rather than acting as a conventional supplier, the company positions itself as a development partner for its customers. Instead of offering standard products, T&R Global Food works closely with its customers to develop tailor-made solutions that meet their exact requirements. From the initial concept to the final market-ready product, the company supports every stage of the development process, combining market expertise, product know-how, and international sourcing capabilities.
Brand portfolio Under the T&R Global Food umbrella, a portfolio of strong brands covers a wide range of product categories: • Mas Mar offers an extensive selection of premium fish and seafood products.
T&R Global Food T&R Global Food is an internationally operating specialist in the import and export of frozen and chilled raw materials, dry goods, and vegan convenience products, with frozen products accounting for the vast majority of its business. Headquartered in Münster, Germany, the company serves customers in wholesale, foodservice, the food industry, and the retail sector. With a team of 50 employees and a global network of trusted suppliers, T&R Global Food handles more than 16 million kilograms of products every year, providing reliable sourcing solutions and building long-term partnerships with customers around the world.
Customized product development as a competitive advantage The long-standing partnership with the restaurant chain L’Osteria demonstrates how this collaborative approach works in practice. Products are continuously refined, tested, and optimized until they meet the desired standards in terms of quality, taste, and performance. The focus is not on selling an existing product but on jointly developing a solution that perfectly meets each customer’s individual requirements. For companies in the foodservice sector, this approach provides a significant competitive advantage. Tailormade products help businesses differentiate themselves, strengthen their brand identity, and stand out in an increasingly competitive marketplace. At the same time, customers benefit from working with an experienced partner that understands global sourcing markets and reliably supports every stage of the product development process. As Managing Director Tamer Sadik summarizes the company’s philosophy: “We are more than just a distributor.” T&R Global Food sees itself as a service provider, development partner, and solution provider, committed to creating products that not only meet market demands but are precisely tailored to each customer’s specific needs. This close collaboration is what makes T&R Global Food a partner that goes far beyond the traditional role of a food distributor.
• Celeste Superiore stands for premium canned specialties inspired by traditional recipes. • Tyson is renowned for its high-quality, great-tasting poultry products and offers a wide range of innovative solutions for the foodservice industry. • Rico Rancho represents premium meat products, combining exceptional quality, sustainable production, tailor-made solutions, and outstanding taste. • T&R Culinasia offers authentic Asian food products, combining high quality standards with a broad and diverse product portfolio.
Tizian.Wanders@global-food.de www.global-food.de
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“We utilise a company-wide competency model that outlines clear core competencies and transparent development paths for every role, from kitchen and bar staff to service staff, shift leaders, restaurant managers, and C-suite executives.” The model gives employees direction, helping them understand their current position, the skills they possess, and the steps required for 12 | EME Outlook Issue 73
the next stage in their career. “What matters to us is not someone’s formal background, but their potential, attitude, motivation, and willingness to grow. Our goal is to create fair opportunities for people with a wide range of backgrounds and experiences,” he sets out. “That’s why we prioritise internal promotion. 90 percent of our future leaders and managers will come from
within our own teams because they will understand our restaurants, our guests, and culture from the ground up. Besides that, nothing motivates people more than giving them room to grow.” L’Osteria acknowledges that growth can lead to increased complexity. As a diverse organisation, it brings people together from various nationalities across different countries
L’OSTERIA FOOD & BEVERAGE
Freshness with a system
Founded in 2018, we supply restaurant chains across Germany with ultra-fresh food – from procurement to the last mile, all from a single source. We bundle suppliers and articles, cut fresh daily in our own
production, and deliver next-day nationwide via our packing centre in Essen and cross-docking hubs. Identical specification and quality in every store, from Kiel to Konstanz – with fixed seasonal prices instead of weekly spot rates.
Die Frischwerker GmbH, Lützowstraße 28c, 45141 Essen T+49 20154548922 | E team@frischwerker.de www.frischwerker.de
and functions. Whilst this diversity is a significant strength, it also necessitates clear standards, effective leadership, and empathy. The five company values – teamwork, empowerment, mindfulness, focus, and a hunger for success – serve as the foundation for feedback, development conversations, and career decisions. “Our values help us preserve our La Famiglia culture whilst giving people the structure and support they need to develop,” states Trybuchowski. “Ultimately, we want every employee to feel they have a genuine opportunity at L’Osteria, regardless of their background or how they joined us. If we can foster a sense of fairness, belonging, and opportunity whilst continuing to grow, our organisational culture will remain strong.”
BALANCING GROWTH WITH HOSPITALITY A primary focus for the coming year
is to continue profitable growth whilst staying true to L’Osteria’s identity, reflected in the five key areas that will guide the company’s strategy for 2026-2028. “First, we want to support and promote our La Famiglia because people form the foundation for everything else. Second, we’re embracing digitalisation and using AI to lead our business, employing smarter tools for a leaner, more efficient organisation. “Third, we aim to turn guests into fans by delivering the hospitality and consistency that keep them returning. Fourth, we are developing an international growth platform for Italian brands, expanding our presence thoughtfully rather than opportunistically. “Fifth, we are committed to improving our margins to ensure growth is not only rapid but also healthy and sustainable. Together, these areas guide every decision we make – growth must always
strengthen the brand and never overstretch it,” Trybuchowski outlines. Hospitality remains at the heart of everything the company does. Whilst technology, expansion, sustainability, and operational excellence are all important, they are only valuable if they enhance guests’ experiences and create better working environments. “L’Osteria has grown because people form an emotional connection when they visit us. Maintaining this whilst growing across Europe is one of our key responsibilities,” Trybuchowski resolutely concludes.
Tel: +49 89 38989890 office@losteria.de
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Tel: +49 89 38989890 office@losteria.de losteria.net/de
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