Federico Ortile: Dubai as Global Lab for Coffee Future 2026

Dubai – Ali Alzakary

In the heart of a region whose ambitions know no bounds, the Experience Centre by Simonelli Group in Dubai stands as a beacon, merging manufacturing heritage with the vitality of innovation. It is no longer just about the perfect cup of coffee; it is about building a comprehensive community of experts and creators.

In this exclusive and profound interview, we meet Mr. Federico Ortile, Managing Director of the Group in the Middle East. He takes us on a journey through the stunning figures of 2025—where the Centre welcomed more than 1,000 participants and hosted over a hundred events. But the real excitement lies in what is to come: he reveals his vision for 2026, how intelligent systems and automation will reshape the face of coffee shops in the region, and how the Group plans to empower local and GCC talents to lead the global scene.

We invite you to follow the pulse of the upcoming coffee industry through this inspiring interview:

• Experience Centre: Activity and Impact

1. What was the primary strategic objective behind establishing the Experience Centre in Dubai, and what role does it play in the Group’s regional strategy?

The main objective of the Experience Centre in Dubai is to serve the coffee community—everyone who wants to learn more about coffee and have a space to grow. To express their knowledge, their expertise; a safe space where they can conduct and promote their products. The second objective is to allow them to experience the latest machines we have. The Experience Centre serves as a bridge between us, the manufacturer, to distributors, sellers, and consumers.

2. Can you provide us with the total number of activities (training, tasting, awareness events) hosted by the Centre from its opening through the end of 2025?

In 2025, we hosted more than 100 events, averaging one activity every three to four days. In addition, we organized roadshows and community events across the Middle East.

3. Could you break down the nature of these activities? For instance, the ratio of certified training courses versus open workshops and cupping sessions?

Activities included:

• SCA trainings and certifications with local ASTs and international guest trainers.

• Technical trainings and workshops.

• Masterclasses and cupping sessions.

• Competitions hosted by major coffee chains.

• We even organized the first technician competition in the Middle East and launched the YAME Coffee Scholarship for young talents. The Experience Lab also serves as a hub for professional practice, including SCA competition preparation and judge calibration sessions. Certified training courses represent more than 50% of all activities.

4. What was the total number of participants that the Centre welcomed during 2025?

The Centre welcomed more than 1,000 participants in 2025, a number that continues to surprise us.

5. Which key countries did these participants originate from? Is there a particular focus on certain regional markets (GCC, Levant, North Africa)?

Participants reflect Dubai’s multicultural nature. We welcomed professionals from across the Middle East, Asia (including India, Pakistan, the Philippines, Indonesia, and others), as well as North and East Africa. The audience is highly diverse, with no single market dominating.

6. How many specialized training courses (such as SCA certifications or advanced machine usage training) were conducted? What were the most in-demand programs?

We conducted a wide range of specialized programs, including:

• SCA Barista, Brewing, and Sensory certifications (up to Professional level).

• Coffee Value Assessment (CVA).

• SCA Judge Workshops and Certifications.

• Judges calibration sessions for competitions.

• SCA Technician Certifications. SCA CVA certifications and technical training programs were among the most in-demand.

7. How regularly are professional cupping sessions held, and how does the Centre utilize these sessions to enhance regional coffee quality?

We host farmers’ visits and professional cupping sessions every month. While we do not see cupping alone as a direct way to enhance coffee quality, we view it as part of a broader educational approach. Our focus goes beyond cupping to understanding how the same coffee performs as espresso and filter. At the same time, we conduct activities for baristas and technicians to ensure that high-quality coffee is consistently delivered through well-maintained machines and optimized workflows. We also support café owners by consulting on proper equipment selection and setup. This holistic approach, combining education, technical expertise, and operational excellence, is what ultimately ensures quality in every cup.

• Forward Look: Plans and Vision for 2026

1. What are the key plans for the Experience Centre in 2026? Are you intending to launch new educational programs or forge partnerships with specialized coffee institutions?

By 2026, we will continue our journey of evolving the Experience Lab into a REGIONAL knowledge and cultural hub for coffee. Our key priorities include:

• Expanding educational programs, with a stronger focus on local Emiratis and GCC citizens, as well as café business performance, moving beyond barista skills into leadership, entrepreneurship, and operational excellence.

• Strengthening collaboration with specialized coffee institutions, including SCA-aligned academies across the Middle East and culinary schools, to ensure coffee education extends into the culinary world and across the wider region. Our vision is for the Experience Lab to increasingly serve as a place where technology, culture, and business strategy intersect, supporting both emerging talent and established operators.

2. What are the most significant new technologies or product launches anticipated for 2026 that you expect will be transformative for the Middle Eastern coffee industry?

Looking ahead to 2026, we expect innovation to focus less on “new machines” and more on intelligent systems that elevate consistency, efficiency, and sustainability. Key areas of impact include:

• Advanced data-driven coffee machines, offering real-time feedback on extraction, usage, and workflow efficiency.

• Greater integration of automation that supports, rather than replaces, craftsmanship, allowing baristas to focus on hospitality, creativity, and storytelling. For the Middle East specifically, these technologies will be transformative in supporting high-volume, premium café concepts without compromising quality or brand identity. We have already introduced innovations that improve cup quality, speed up workflows, and contribute to the economic sustainability of every coffee shop. For example:

• EasyCream technology enables the automatic frothing of milk and plant-based beverages at the correct temperature and with the right foam consistency. It delivers automation, beverage consistency, and reduces staff training requirements and milk waste during preparation.

• C-Automation on Nuova Aurelia brings automation into a traditional espresso machine. The machine and grinder share the same coffee recipe through the portafilter, ensuring the correct grind and extraction while avoiding waste. The C-Automation algorithm analyzes every extraction and, when necessary, automatically adjusts the grinder without interrupting operations.

• Market Analysis, Challenges, and 2026 Outlook

1. How do you assess the evolution of the coffee sector in the Middle East throughout 2025? What were the most noticeable trends (e.g., specialty coffee growth, digitalization of cafés, or sustainability awareness)?

Throughout 2025, the Middle East coffee market continued its rapid expansion. Notable trends included:

• Sustained growth of specialty coffee, particularly among locally owned brands with strong identities.

• Increased digitalization of cafés, from POS integration to customer engagement platforms. I still believe that the region needs more time to engage in a truly serious conversation around sustainability, one that shifts from marketing claims to concrete operational decisions. Consumers are becoming more educated, and expectations around quality and overall experience are clearly rising.

2. Relative to the global market, where does the Middle East currently stand in terms of growth, quality standards, and innovation?

The Middle East today stands as one of the fastest-growing and most ambitious coffee markets globally, particularly in terms of investment, café design, and brand building. Historically, the region adopted international concepts; we are now entering a new phase in which the Middle East is becoming a test for premium, experience-led concepts capable of setting trends in the Region. The next step will be transforming local innovation into ideas that can scale and grow beyond the Region.

3. What were the primary challenges faced by the coffee sector in the region over the past year (e.g., logistics, economic pressures, or supply chain issues)?

In the last year, the sector faced several challenges:

• Supply chain volatility, including fluctuating green coffee prices and longer lead times.

• Rising operational costs, from logistics to skilled labor.

• Pressure on cafés to balance premium positioning with profitability. These challenges are forcing operators to rethink efficiency, workflows, and menu complexity.

4. How has the Simonelli Group, and the industry at large, been able to overcome or adapt to these challenges? Simonelli Group has responded by focusing on:

• Reliability, durability, efficiency, and increased automation in machine design, reducing total cost of ownership.

• Supporting partners through training, technical support, and workflow consulting, not just equipment sales.

• Encouraging a mindset shift within the industry from short-term expansion to long-term operational excellence. At an industry level, stronger collaboration between manufacturers, roasters, and café owners is essential to jointly address these pressures.

5. Based on the current trajectory, what is your personal vision for the shape of the Middle East coffee sector in 2026? Do you foresee a year of significant expansion, or a year focused on quality consolidation?

My vision for 2026 is a year of quality consolidation combined with selective, intelligent expansion. We will see:

• Fewer but stronger café concepts, built on clear identity and operational discipline.

• The need for greater investment in people—training, leadership, and service culture.

• Technology being used strategically to protect quality at scale. Ultimately, the Middle East will continue to define coffee not just as a beverage, but as a social, cultural, and experiential platform, and those who align craftsmanship with innovation will lead the next chapter.

6. What is the most crucial piece of advice you would offer to aspiring entrepreneurs and new investors entering the regional coffee sector today?

Focus on differentiation, whether through quality, storytelling, sustainability, or community. The big players will dominate scale, but entrepreneurs can win by creating meaning and experience. It’s crucial to stand out by offering something unique and of high value. Additionally, it’s important to define a specific target audience rather than trying to appeal to everyone. …and Never stop learning and be curious; the coffee industry is vast and constantly changing. By creating a collaborative and educational environment, such as our Nuova Simonelli and Victoria Arduino Experience Lab, we aim to elevate the coffee scene in the Middle East through organizing educational and community activities and providing platforms for knowledge sharing, skill enhancement such as:

• Instagram page @victoriaarduinoMiddleEast. This page will serve as a central hub for all announcements, including workshops, seminars, competitions, and other exciting activities happening at the Lab.

• Coffee Knowledge Hub, our global education platform that collaborates with trainers worldwide. This platform delivers courses online and through training centers worldwide, including our Victoria Arduino & Nuova Simonelli Experience Lab.