How Teresa Spinelli transformed a family tradition
Teresa Spinell never expected to take over the family business. In the Spinelli’s traditional family, her older brother would’ve assumed that role, but in 1996 he passed away at only 33. In 2000, her father, Frank, passed and Teresa suddenly found herself head of the Italian Centre Shop, the European-inspired grocery store Frank had started in 1959. Even though Teresa had grown up in the store and had worked various positions over the years, most of the staff that her father had hired held far longer tenure. Stepping into this role of authority came with challenges but her determination and commitment to protect the family’s legacy never wavered.
Over the past 25 years, Teresa Spinelli has grown the Italian Centre Shop from the one location with 30 employees and $8 million in sales, to a business that’s become a household name with five locations, 672 employees and $140 million in annual revenue. Teresa shares with us the lessons, challenges, and what is truly at the heart of this beloved business.
As a woman, what factors impacted your ability to lead others when you moved into this role?
In the early days of the Italian Centre Shop, the atmosphere was thick with skepticism, especially when it came to the idea of a woman taking the reins of the business. Everyone admired my father. He was truly a remarkable man, and I’ll admit, even I had my doubts about stepping into his shoes.
The transition wasn’t a walk in the park. Many of the employees, almost all of which were male, viewed me as more of a privileged figure than a legitimate leader. I could feel their skepticism, especially when they would compare my decisions to my father’s. The stress was palpable, and self-doubt was always there. I was also grappling with the loss of my father and brother, my mother’s depression, and the complexities of being a newlywed who was unable to have children. It felt like the weight of the world was on my shoulders. In the midst of all this chaos, I began to ask myself some tough questions about my motivations and whether I truly belonged in this world of business.
I realized that my true passion lay in working with people. Selling salami wasn’t my calling, but it was the relationships I built that fueled me. This revelation sparked a shift in how I approached my role. I wanted to open additional stores and create opportunities for my employees to flourish. It wasn’t just about the products we sold—it was about creating a brighter future for everyone involved.
How would you describe your leadership style in contrast to your father’s?
My father was a towering figure, both in stature and personality, and he ran the company with a “my way or the highway” style. He commanded respect effortlessly, and while he was a great guy who could share a laugh over a glass of wine, his leadership was very much top-down.
When I took the reins, I wanted to transform the company culture. I wanted us to become a place where people come first—both our team and our customers. It was a gradual shift for sure, but we moved towards a bottom-up approach. Now, we actively listen to our employees, and take into consideration how our decisions impact everyone, even someone at the cashier level. This change has fostered loyalty and appreciation from our team, and it’s been incredibly humbling to witness.
What has been the biggest lesson you’ve learned in running a multi-million dollar business?
Running a business has taught me that understanding people is essential. Everyone has unique motivations and needs. Some employees thrive on recognition, like a pat on the back, while others are driven by financial incentives or awards such as Employee of the Month. Navigating these different personalities has been challenging, but it’s crucial for growth. One significant turning point for me was reading the book Good To Great: Why Some Companies Make The Leap and Others Don’t by Jim Collins. The book emphasizes the importance of having the right people in the right roles. It’s not enough to have the right team; each person must be in the position where they can best contribute.
Are there certain products you recommend that our readers should grab from the Italian Centre Shop?
While you can now find items like panettone (an Italian sweet bread) and espresso coffee in big supermarkets, our customers still come to us first. They trust our expertise and cherish the personal connection they have with our team. When someone places a panettone from our store on their table, it’s about more than just taste—it’s about the story and the tradition behind it. I recently asked some of my customers why they bought our Polish chocolates, because I didn’t find them particularly great myself. The responses were heartwarming. People shared stories of their childhood, like receiving one of the bars as a Christmas treat from their father or while making soup with their grandmother. It was never about the chocolate, but the family memories it represented.
What are your non-negotiables for a happy and fulfilling life?
For me, staying connected to people is essential, and I am guided by my three Cs: connection, commitment and contribution. Whenever I feel off-balance or unhappy, it’s usually because one of these elements is missing. As long as I’m connected with others, giving back, and committed to a cause, be it business, a group or a board, I feel fulfilled and like I’m truly winning in life.
What is next for the Italian Centre Shop?
We’ve already established a location in Calgary and are eagerly planning to open a second, with hopes of a third, soon. If Edmonton can support three locations, we’re confident Calgary can, too. I was particularly excited about expanding into Saskatoon, seeing it as reminiscent of Edmonton 20 years ago. Although that opportunity didn’t pan out, we’re optimistic that something will come our way. As they say, if it’s meant to be, it will be. Our passion for growth remains strong, and we remain open to new possibilities.
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