Measuring the World, One Pattern at a Time

The first question they asked him when he arrived at Teddy in 2012 was not about work. "Do you have a passport?" his manager asked. "Yes, I do." "Can you send us your details to apply for a visa?" And so, even before agreeing on contract terms, Dino di Gennaro found himself with a booked flight to India. Fourteen years later, he is the head of Teddy's pattern-making department.

Dino brings thirty-five years of trade experience, a white beard—as he says with a smile—and a biography that reads like an itinerary: his twelfth house, fourteenth city, continent after continent. India, China, Bangladesh, Vietnam, Cambodia. In each of these places he spent months training staff, building teams of technical pattern makers, and transforming a company process that at the time relied almost entirely on measurement charts. "When I arrived, the company was more commercially oriented. Then came the decision to focus on actual paper patterns. I arrived at the right moment."

A pattern maker's job, he explains, might seem repetitive: "Every season, cyclically, you do the same things." But it's just a matter of perspective. Underneath the surface of every inch of fabric lies a study starting from human anatomy and reaching the psychology of the design. "First of all, you have to understand what the designer wants. It takes empathy. Technique comes second; in a way, it's the simpler part. We physically design every single part of the garments. Sleeves, hood, front, back. With the goal of dressing all body types."

In an international company like Teddy, understanding the physical characteristics of different markets is essential. Like the time the company decided to resolve a long-standing question: are Russian customers really as tall as imagined? Were longer sleeves or adjusted trousers needed? The only way to know was to go see. So Dino set off with a dozen colleagues, laptops, and tape measures slung over their shoulders. For a week, they measured nearly two thousand people in two Russian stores—one near Red Square and one in the suburbs. Conclusion: no army of Valkyries. Proportions were substantially aligned with existing sizing. "We cleared up a major moral doubt that helped our work. When you're unsure about a situation, it's best to go see with your own eyes."

Since January 2026, Dino has been the head of pattern making. "The operational side remains the same. Now I also manage staff, scheduling shifts, vacations, leave, and potential career advancements." He doesn't deny that he found his place at Teddy. "Fourteen years in a single company is a long time. Before Teddy, I had never stayed past five. Since coming here, I haven't changed and don't feel the need to. That must mean something." The difference compared to past experiences came down to stimulation. "I was given the opportunity to challenge myself, even in areas outside my core trade. I participated in cross-functional projects, trained people inside and outside the company, and helped build refresher courses for a team of professionals with decades of experience. The best ones are the older colleagues. They are still hungry and don't hesitate when faced with hours of training."

For young people wanting to follow this path, Dino offers an image. "If you have a container of water and puncture it in just one spot with precision, that falling water can split rock. But if you make a thousand tiny holes because you don't know which direction to take, you get at best a light drizzle that changes nothing. To do this job, you need very clear ideas. You must have the ability to dream, because dreams are a preview of reality."