Stefano Lenarduzzi, a mechanical engineer with extensive experience in the metalworking industry, was recently appointed CEO of Quick Group, an Italian company recognized as a leader in nautical components.

Founded in Ravenna by the Marzucco family in 1992, Quick Group has evolved into an international organization with offices in the USA and the UK, bringing together the brands Quick Nautical Equipment, Xenta, Sanguineti, Nemo, Quick Marine Lighting, and MC². In September 2022, Fondo Italiano d’Investimento and Armònia SGR acquired a majority stake from the founding family with the goal of supporting the group’s international growth and consolidation.

We met Lenarduzzi at the 2025 Genoa International Boat Show, where he shared his professional background – from engineering design to entrepreneurship, investment fund experience, and more recently, his role at Maschio Gaspardo, an Italian industrial group specializing in agricultural machinery – as well as his personal passion for boating.

With him, we discussed Quick Group’s outlook in a market that has returned to pre-Covid levels, the challenges posed by tariffs and the dollar exchange rate, opportunities in the United States and emerging markets, the role of Research and Development, and the coexistence of serial production and custom solutions.

A look at the future which, according to Lenarduzzi, will see 2027 as a year of relaunch for the entire nautical supply chain.

PressMare – Stefano Lenarduzzi, what is your professional background?

Stefano Lenarduzzi – I’m a mechanical engineer. I started as a designer, then moved into production, later to managing production processes, and eventually to general management. My background is in the metalworking industry: automation, machinery, and plant engineering; later, I focused on machine tools.
I spent 29 years at FPT Industrie, initially as Operations Director and, after three or four years, as General Manager. I grew with the company as it expanded from 30 to 120 million euros in revenue: internationalization, new technologies, mechatronics, aerospace applications – it was an exciting journey.

PM – Did you also explore entrepreneurship?

SL – Yes. At a certain point in my professional life, I decided to become an entrepreneur. I took over a small metalworking company specialized in industrial design, machine frames, and noise insulation systems. With experience and the right contacts, we entered the automotive sector, becoming a reference for soundproofing stamping lines. My first direct customer in the industry was Tesla in California; from there, the company grew rapidly until it was acquired by an investment fund.

PM – And that’s when you became familiar with the investment fund world?

SL – Yes, I already knew that environment, since I was consulting across different sectors thanks to my broad experience. After selling my company, I continued to collaborate with funds, joining other firms in packaging, metalworking, and mechatronics. Later, I joined Maschio Gaspardo during its relaunch phase as General Manager. The company grew significantly, overcame its difficulties, and became what it is today. When the funds exited, I also left but continued to support them on acquisition projects.

PM – When did boating enter your career path?

SL – My passion for boating was already there. It intersected with the shareholders’ needs and Michele Marzucco’s decision – the founder of Quick Group – to bring in a new managerial figure. My experience managing medium-to-large companies matched well with a passion for boating that began much earlier. I often worked with clients active in the marine sector, particularly those producing molds and components. Many of the machine tools I dealt with were used to make molds and marine parts.

I’ve always loved engines: I started with a RIB, then moved on to motorboats and later to sailing. I’ve spent time in marinas and ports, have done some cruising, and hope to do more in the future.

PM – You’re known as an “operational” manager, closely connected to production and products.

SL – I was born on the product side and have always kept it close, even in management roles. Production and management are essential; the commercial side is critical too. Finance? I learned it through post-graduate studies and experience – once you understand the mechanisms and work with competent people, it becomes the easiest part. But in a company, product and sales always come first.

PM – What was Quick Group’s situation when you arrived, and how would you describe today’s market?

SL – We’re back to pre-Covid levels. For the Group, this is an incentive: in recent years, it has grown rapidly, established itself in a highly competitive market, and expanded its range also through acquisitions. Quick Group covers market segments and product families in a way that few marine component manufacturers do – both vertically, in specialized niches, and horizontally, in range breadth. It’s complex to manage: it requires investments in organization and human resources. But it’s also an opportunity to grow and consolidate what has been achieved.

PM – What does Quick Group need most right now?

SL – Professionalism: enhancing internal talent and bringing in new resources, even from related industries, with proper knowledge transfer. Boating is increasingly complex and technological, requiring specific skills.
Then, group integration: we’re multiple companies, but we must act as one. That means synergies and cross-selling between brands, cost reduction, and benefits from common procurement. Finally, a centralized and stronger R&D department to share and develop expertise across the group.

PM – Is your market truly international?

SL – There are three main areas: Italy, a key market, where local shipyards represent a very significant share.
The United States, a strategic market, with many builders of small and mid-sized boats. For us, it’s important both in OEM (Original Equipment Manufacturer) supplies and in refit/maintenance, given a fleet of about 13 million boats. It’s also crucial for supporting Italian customers exporting there, offering spare parts and local service.
Then Europe and other “patchwork” areas: the UK, Poland (strong in contract manufacturing), France, and Germany with its large industrial shipyards – where we serve with an industrial approach: pre-wiring and kit supplies.

Emerging markets like Dubai are also gaining traction.
Then there’s the superyacht world (Northern Europe and Italy), growing thanks to group integration – Xenta for steering and maneuvering systems, Sanguineti and Nemo for handling and accessories – and Turkey, an expanding market both in size and component quality.

PM – A very current issue: tariffs in the U.S. and dollar depreciation – what’s your view?

SL – It’s a double penalty. The dollar lost about 12% in less than a year, and the 15% tariff adds to that. More than volumes, the impact is on decision-making timing – many are waiting to see how things evolve.
In the OEM channel, competitors aren’t American, so the effect is similar for everyone. For Italian shipyards exporting to the U.S., we’re seeing a slowdown, especially in small and mid-sized boats. Larger yachts are different because their registration and flag dynamics follow different logic.

In the U.S., most of the market today focuses on center-console boats up to 45–50 feet. These boats are an excellent match for our MC² Quick Gyro stabilizers: in retrofit installations, they benefit from air cooling, requiring no dedicated hydraulic systems. They’re compact, fit in tight spaces, and offer low-maintenance operation.

PM – When space on board is limited, can you work with multiple units in parallel?

SL – Yes. Often, there are several available areas but none suitable for a single large machine. In those cases, we use two to four units in parallel, working synchronously to achieve optimal stabilization even when space doesn’t allow for one larger gyroscope.

PM – Quick Group combines serial production and tailor-made solutions. Isn’t it difficult to manage such different logics?

SL – In the high-end segment – mega and superyachts, as well as well-structured boats up to 24 meters – there’s demand for highly customized components like doors, gangways, and cranes, often with certifications different from CE (European Conformity). Within the group, we have dedicated facilities and technical offices capable of tailoring each product.

Xenta, for instance, offers a mix of standard “off-the-shelf” systems that must be adapted to each specific boat – dimensions, mounting points, and electronics calibration – with a service that includes commissioning and optimization directly on board.

The common ground between the two approaches lies in two key factors: performance and product quality on one side; a single point of contact for the shipyard on the other. The technical office, purchasing, and aftersales departments can rely on one Group providing everything from the windlass to the sliding door to maneuvering systems.

PM – If dollar and tariff issues worsen, would you consider producing in the U.S.?

SL – Nothing is ruled out. In a previous experience, I finalized an acquisition to relocate part of production locally. In boating, however, product selection is key: not every component has a local competitor, and where there isn’t one, I currently don’t see the need to manufacture there – the investment (capex) and payback times wouldn’t be justified.

A different approach could be shipping in kits and local assembly (CKD, Complete Knock Down), which could be viable if volumes grow significantly.

PM – Quick Group’s strength lies in having built a network of companies and products. Will you continue with new acquisitions?

SL – The world is vast, and so is the potential for expanding our product portfolio. For now, though, the priority is to stabilize functions and integration, serve customers in the best possible way, and leverage synergies to optimize profitability. This will put us in a position to invest in further expansion and, consequently, in new acquisitions.

PM – Could this path eventually lead to a stock market listing?

SL – No, that’s not in the plans. Never say never – and it doesn’t depend only on us – but it’s not on the table today.

PM – How do you see the next 24 months for the yacht industry?

SL – I see 2026 as similar to 2025, with a slight recovery in the second half of the year, since construction cycles have inertia. 2027 could be a strong year: we’re already seeing order books spreading over longer horizons, driven by acquisitions and the design of new boats and ships. Several indicators suggest that 2027 is shaping up as a year full of opportunities that customers are already eager to secure today.