Capriccio: From Pastry Shop to 46-Location Gastronomy Group in Peru

What began as a small business driven by its mother in 1992 has grown into a gastronomic group with 46 locations across Peru. Alberto Muñoz-Najar Luque, General Manager of Capriccio SAC and recently recognized in the Young Entrepreneur category of the LEEC Awards 2026, returned to Peru after a decade in the education sector to take the reins of the family business at its most critical moment: the pandemic. He explained how the company was professionalized, brands diversified, and a growth model with purpose consolidated.

The key decision, Muñoz-Najar explained, was to invest during a time of uncertainty. Upon assuming leadership of the business founded by his mother, the company professionalized its delivery system, reopened locations with strong performance, and discontinued those that were underperforming. Simultaneously, Capriccio initiated a process of acquiring brands with potential, such as La Crocante, and launched virtual brands that, upon demonstrating traction, opened physical locations.

Today, Capriccio is part of Capri Partners, a portfolio of ten brands. The shift from a single pastry shop to a multi-brand group wasn’t a deliberate strategy, but a natural evolution forced by the pandemic and a drive to optimize infrastructure. “The diversification happened naturally, always seeking to add value to the customer,” Muñoz-Najar stated. “Capriccio is our most established brand, and in its honor, the portfolio is called Capri Partners. Today, we are a gastronomic platform with different proposals.”

The criteria for creating or acquiring brands are threefold: potential for growth to serve diverse segments, scalability to provincial cities, and the ability to generate impact. La Crocante, for example, originated in Lima, was acquired, and subsequently expanded to Arequipa. Crucially, Capriccio prioritizes social impact, with a commitment to providing dignified employment, particularly for women, who comprise 70% of its workforce.

Capriccio currently has a presence in more than 10 provinces. The company’s strategy outside of Lima focuses on decentralizing opportunities. In the early years, the company favored franchises with professional operators who maintained high standards. Looking ahead, Capriccio intends to grow organically through direct operation, particularly in provinces where it has not yet established a presence.

Professionalizing a family business presented significant challenges. The most difficult step, Muñoz-Najar noted, was appointing an independent board of directors and a first-line management team external to the family. This move was pivotal in transforming the organization.

Reducing employee turnover to below 4% – an unusual feat in the gastronomy sector – was achieved through a continuous process of reinforcing the company’s values: helpfulness, diversity, and integrity. “Culture doesn’t export itself; it requires presence and constant leadership,” Muñoz-Najar emphasized.

The company’s commitment to gender equality is also noteworthy, with 75% of senior management and 70% of the overall team being women. This wasn’t initially planned, but rather a natural outcome of his mother’s leadership, now formalized as a strategic decision to address historical inequalities in the sector. Capriccio believes that female leadership is a competitive advantage in gastronomy due to empathy, attention to detail, and a customer-centric approach.

Muñoz-Najar’s experience working with Nobel laureate Muhammad Yunus in Bangladesh profoundly shaped his vision. The principles of social enterprise have been adapted to the Peruvian context. 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,” he said.

Capriccio donates 100% of the sales from International Women’s Day to social organizations. This commitment is institutionalized and has been in place for five years, with funds used to provide gastronomy scholarships and equip the pastry classroom at the CEDHI institute of Cáritas, among other initiatives.

The average transaction value remains stable year-over-year, with growth primarily driven by new openings. Capriccio projects double-digit growth this year, around 10%, consistent with its average over the past five years.

While Capriccio briefly ventured into Chile in 2020, the operation was sold the following year to refocus on Peru. Expansion into other countries isn’t ruled out, but the current priority is consolidation within the country’s provinces.

Muñoz-Najar’s motivation stems from the opportunity to continue contributing to Peru’s economic and social fabric: generating more dignified employment, activating supplier networks in the provinces, and delivering a high standard of quality to more cities across the country.