BOLLO

When a century-old brand becomes an international group, the challenge is not only to evolve: it is to reimagine its role with a completely new ambition. Bollo went from being Spain’s leading fruit company in melons and citrus to becoming the flagship of a new large agri-food group with more than eight integrated companies, over €500 million in turnover, and a global presence. Its project, led by Nadie, was not just about branding: it was about strategic alignment, value architecture, and future design.

THE STRATEGIC LEAP: FROM SINGLE-PRODUCT TO MULTI-FRUIT BRAND.

The challenge was to provide direction, identity, and culture to a project in full expansion, with new brands, products, targets, and markets. A key strategic change also had to be integrated: transforming from a single-product brand into the iconic brand of a multi-fruit group—able to maintain its authority in taste and quality while expanding its portfolio with maximum coherence and aspirational consistency. The architecture needed to evolve without fracture: Bollo had to remain Bollo, even if it was no longer just one variety. And it had to do so without losing Bollo’s symbolic capital: its agricultural legacy, its recognition as a reference in taste, and its emotional bond with an iconic product. The answer was to build a brand culture capable of articulate the entire chain value of the group: from the field to the consumer experience, from the farmer to the investor or retailer.

A VISION BORN IN THE FIELD.

The key insight came from the ground itself. At El Cerro estate, we discovered a pioneering and proprietary agricultural model: bio-inclusive farming. A regenerative system that not only protects but enhances biodiversity. That not only preserves taste, but elevates it. This model, driven by Bollo’s team, became the cornerstone of the project. It was no longer an experiment. It was a vision. Of the future. Of value.

The new brand platform was born from this vision: “We care for taste. We care for good.” A principle that unites flavor and purpose, and structures all dimensions of the group. Because enjoyment can—and must—be a way of caring. Caring for the planet, for people, for the future. Through world-class agriculture that drives the group into the most demanding international markets.

OUR MOVEMENT: STRATEGY TURNED INTO ACTION.

That same strategic vision became the foundation for the launch, in May 2025, of a movement through which Bollo articulates its purpose and transforms it into action. A framework that promotes a new way of farming, of relating to agricultural communities, and of consuming fruit. Through a dedicated communication strategy, supported by documentary content, it turns the bio-inclusive model—at the origin of this transformation—into the protagonist of a new fruit culture.

Repositioning Bollo as a new way of being in people’s lives, or as a fruit brand that brings the codes of the contemporary premium world—quality, design, wellbeing—into everyday consumption. A brand that elevates the ordinary while remaining accessible, and that turns taste into an expression of lifestyle. Bollo doesn’t just nourish: it represents a way of caring for oneself, of enjoying, and of choosing with discernment. A new way of being present, every day, in the lives of those who seek the best.

TRANSFORM. THE BUSINESS. AND THE CATEGORY.

Nadie articulated this strategy by designing a comprehensive go-to-market model that connects B2B, B2C, and corporate action. A model that generates consumer demand to activate and strengthen distribution. That transforms points of sale into brand stages. That makes Bollo the partner everyone wants to have: because it grows businesses, but also conversations, values, and relationships.

Today, Bollo is much more than a fruit brand. It is a strategic ecosystem that unites agricultural excellence, business storytelling, brand activation, and shared purpose. A project that demonstrates that better fruit—of higher quality, more aspirational—can have a positive impact on both business and the world. And one that is capable of leading the project of a large group. For this, it has elevated its category, its relationships, and its operating system. Because it is no longer just about selling fruit. It is about having a positive impact on the world. Fruit by fruit.