Capriccio: From Pastry Shop to 46 Locations & a Gastronomic Platform

What began as a slight, mother-run business in 1992 has evolved into a prominent food group with 46 locations across Peru. Alberto Muñoz-Najar Luque, General Manager of Capriccio SAC and recently recognized with the Young Entrepreneur award at the Premios LEC 2026, returned to Peru after a decade in the education sector to seize the helm of the family business during a particularly challenging period: the pandemic. He detailed how the company was professionalized, brands diversified and a growth model with a clear purpose was solidified.

—You assumed leadership in the midst of the pandemic, when the business shrank from 20 to just three locations. Now there are 46. What was the key decision that drove this turnaround?

The pivotal decision was to invest during a time of significant uncertainty. Upon taking over the business founded by my mother, we professionalized the delivery system, reopened locations that were performing well, and closed those that weren’t. We also initiated a process of acquiring brands with potential, such as La Crocante, and launched virtual brands that, upon demonstrating traction, opened physical locations.

—Capriccio is now part of Capri Partners, a portfolio of ten brands. When did you realize it was no longer simply a pastry shop?

The pandemic forced us to reinvent ourselves and optimize our infrastructure. Diversification occurred naturally, always with the goal of adding value for the customer. Capriccio remains our most established brand, and the portfolio is named Capri Partners in its honor. Today, we are a gastronomic platform with a diverse range of offerings.

—What criteria do you employ when creating or acquiring brands?

First, they must have growth potential to serve different segments. Second, they need to be scalable to other provinces. For example, La Crocante originated in Lima; we acquired it and expanded it to Arequipa. And third, they must generate impact. Capriccio allows us to provide dignified employment, especially for women: 70% of our employees are women.

—You now have a presence in more than 10 provinces. How does the strategy change outside of Lima?

Our focus is on decentralizing opportunities. In the early years, we focused on franchises with professional operators who maintained high standards. Looking ahead, we want to grow organically through direct operation, especially in provinces where we haven’t yet established a presence.

—You often say you are a family business that learned to professionalize. What was the most difficult part of that process?

Committing to a board of directors with independent members and a first-line management team external to the family. That was key to professionalizing the organization.

—Reducing employee turnover to less than 4% is unusual in the gastronomy industry. How did you achieve this?

It’s an ongoing process. With each modern opening, we personally convey our values: helpfulness, diversity, and integrity. Culture doesn’t export itself; it requires consistent presence and leadership.

—75% of senior management and 70% of the team are women. Was this a planned initiative?

Initially, it was a natural result of my mother’s leadership. Today, it’s a conscious strategic decision to close gender gaps in a historically unequal sector. We believe that female leadership is a competitive advantage in gastronomy due to empathy, attention to detail, and helpfulness.

—Your experience with Muhammad Yunus shaped your vision. How is the concept of a purpose-driven company translated into practice?

I worked with Nobel laureate Muhammad Yunus in Bangladesh and learned about social businesses. We’ve adapted that model to our reality. Each new location activates a network of suppliers, creates dignified employment, and opens opportunities for franchisees. We don’t seek to grow for growth’s sake, but to create pathways for development.

—Capriccio donates 100% of sales from International Women’s Day to social organizations. How do you ensure this is more than symbolic?

It’s an institutional commitment that has been in place for five years. We donate 100% of the sales from products in that campaign. Last year, we awarded gastronomy scholarships and equipped the pastry classroom at the CEDHI institute of Cáritas, among other initiatives.

—What is the average transaction value today, and what do you project for this year?

The average transaction value remains stable compared to last year. Growth is primarily driven by new openings. We project double-digit growth this year, around 10%, which has been our average over the past five years.

—Do you envision becoming a regional gastronomic group?

We ventured into Chile in 2020 and decided to sell that operation last year to concentrate on Peru. We don’t rule out returning abroad, but our priority today is to consolidate ourselves in the provinces.

—What motivates you to continue investing in the family business?

We still have a lot to contribute: generating more dignified employment, activating supplier networks in the provinces, and bringing a high standard of quality to more cities across the country.