Matteo Ascheri

The Climb

Training at University of Turin gave Matteo Ascheri a formal base for a career shaped by structure and study. That kind of education matters in a region where technique is never separate from context, and where understanding the long memory of a place is part of the job.

Today

Since 1988, Matteo Ascheri has headed the family company Cantine Ascheri Giacomo sas in Bra. The transition was described without ornament: "Being a family business, it was not a choice but a necessity when my father passed away." In that line, succession reads as duty first, and only then as position. Barolo is the specialty most closely associated with Matteo Ascheri, and the named work includes Ascheri Nebbiolo (Barolo). That pairing signals a method that depends on patience, structure, and attention to detail. Nebbiolo asks for time and precision; here it serves as a clear marker of identity. The line also includes Giacomo Ascheri 'Matteo Ascheri' Verduno Pelaverga and Cristina Ascheri. These are not just labels on a shelf, but references within a family company where appellation, lineage, and individual name carry equal weight. The bottles function as the visible record of that system. Alongside the winery, Matteo Ascheri serves as a member of the Board of Directors of the Langhe Monferrato Roero Tourist Consortium. That role keeps the work connected to the wider terrain around wine: the routes, the visit, and the way a region is presented to people coming to know it through the glass.

Signature

Matteo's signature wines include Barolo Ascheri MGA, Ascheri Nebbiolo (Barolo), Giacomo Ascheri 'Matteo Ascheri' Verduno Pelaverga, and Cristina Ascheri.

In Their Words “I’m happy to communicate with words but even more so with facts.” “I am independent but ready to listen.”

Recognition

Matteo Ascheri’s public record is shaped by long service in institutions tied to Piedmont wine and tourism, especially the Piedmont Wine Research Center and the Alba-Bra Langhe and Roero Tourism Board. Those posts, dated from 1993 to 1999 and from 2002 to 2005, show a career moving between research governance and regional tourism leadership, with responsibility shifting from stewardship to representation. His own words remain the clearest summary of the method: "I’m happy to communicate with words but even more so with facts." The other line names the working temperament behind it: "I am independent but ready to listen."