A letter from Salvatore Palella, Chief Executive Officer
A letter from Salvatore Palella, Chief Executive Officer
A century ago, the supermarket transformed how the world buys food. Yet it remains one of the last great corners of retail the internet never fully reached — least of all in Europe. Not for lack of trying, but because reaching it well proved harder than anyone expected.
A century ago, the supermarket transformed how the world buys food. Yet it remains one of the last great corners of retail the internet never fully reached — least of all in Europe. Not for lack of trying, but because reaching it well proved harder than anyone expected.
The reason is simple. A great grocer spends decades mastering one thing: sourcing, freshness, and the trust of the families it serves. Carrying that to every door is a different discipline — a delivery network no single store can build alone. Keeping pace with what people expect online is a third. Few are excellent at all three, and most who tried to replace the supermarket spent fortunes learning it.
The reason is simple. A great grocer spends decades mastering one thing: sourcing, freshness, and the trust of the families it serves. Carrying that to every door is a different discipline — a delivery network no single store can build alone. Keeping pace with what people expect online is a third. Few are excellent at all three, and most who tried to replace the supermarket spent fortunes learning it.
Everli was built on a different idea: not to replace the supermarket, but to set it free. We connect the stores people trust, the people who shop them with care, and the families who need their time back. The grocer stays great at grocery. We take it online, make it travel, and keep it current.
Everli was built on a different idea: not to replace the supermarket, but to set it free. We connect the stores people trust, the people who shop them with care, and the families who need their time back. The grocer stays great at grocery. We take it online, make it travel, and keep it current.
And we made it human. Behind every order is a real person, shopping a real aisle, choosing as carefully as the family would themselves — one shopper, one order, one household at a time. That care is not a cost; it is the product. It is why a family who tries us once stays, and trust, earned one doorstep at a time, is the most durable growth there is.
And we made it human. Behind every order is a real person, shopping a real aisle, choosing as carefully as the family would themselves — one shopper, one order, one household at a time. That care is not a cost; it is the product. It is why a family who tries us once stays, and trust, earned one doorstep at a time, is the most durable growth there is.
The path was not a straight line. Everli grew fast, expanded ambitiously, and learned where its strength lay. When I acquired it in 2024, I saw something rare: a proven model, a trusted brand, and an enormous market barely online. So we focused — on the one market we are built to lead — restructured, and rebuilt the platform from the ground up.
The path was not a straight line. Everli grew fast, expanded ambitiously, and learned where its strength lay. When I acquired it in 2024, I saw something rare: a proven model, a trusted brand, and an enormous market barely online. So we focused — on the one market we are built to lead — restructured, and rebuilt the platform from the ground up.
That opportunity is vast. Grocery in Italy is worth roughly $150 billion a year, and only about 2.5% has moved online. We are early, in one of the largest consumer markets there is, with the partners, the technology, and the people to lead it: more than 90 retail brands, over 2,000 shoppers, and 8 million orders delivered — every one carried by hand.
That opportunity is vast. Grocery in Italy is worth roughly $150 billion a year, and only about 2.5% has moved online. We are early, in one of the largest consumer markets there is, with the partners, the technology, and the people to lead it: more than 90 retail brands, over 2,000 shoppers, and 8 million orders delivered — every one carried by hand.
Becoming a public company is a milestone, but more than that a responsibility — to our shareholders, our partners, our shoppers, and the families who let us into their week. We will manage for the long term, favouring lasting loyalty over growth we cannot keep.
Becoming a public company is a milestone, but more than that a responsibility — to our shareholders, our partners, our shoppers, and the families who let us into their week. We will manage for the long term, favouring lasting loyalty over growth we cannot keep.
I will not get everything right. But I will listen, treat the people we serve with respect, and run this business with conviction and the long view it deserves. I am not a passive owner of this company — I believe in it enough to lead it.
I will not get everything right. But I will listen, treat the people we serve with respect, and run this business with conviction and the long view it deserves. I am not a passive owner of this company — I believe in it enough to lead it.
Most of Italy’s groceries are still carried home by hand, by someone with no time to spare. We intend to change that — one trusted aisle at a time.
Most of Italy’s groceries are still carried home by hand, by someone with no time to spare. We intend to change that — one trusted aisle at a time.
Salvatore Palella
Chairman & Chief Executive Officer, Everli