Brooklyn pasta – Queen Ann Ravioli & Macaroni in Bensonhurst still runs daily on a 1909 pasta press, balancing wholesale demand and shrinking retail.
A 1909 pasta press is still running every day in Brooklyn, powering a local institution that’s survived decades of changing tastes.
In Bensonhurst. a neighborhood often dubbed Brooklyn’s “Little Italy. ” Queen Ann Ravioli & Macaroni has built its reputation on silky round ravioli and hand-cut fettuccini since opening in 1972.. For manager George Joseph Switzer III. the business is also a window into a craft-driven economy that is increasingly hard to sustain.. In his view. specialized pasta is not simply a product. but a set of labor-intensive skills that many customers no longer see as part of everyday shopping.
The shop’s offerings reflect that approach: Misryoum reports that Queen Ann sells multiple types of ravioli and a broad range of pasta cuts. including items that shoppers may be less likely to find on supermarket shelves.. While big national brands dominate shelf space. Switzer argues the market still exists for specific products that serve more particular needs.
That business model is also shifting.. Retail accounts for about a quarter of activity. and Misryoum notes that share is shrinking. with wholesale taking the larger share of revenue.. The balance matters because it helps the shop keep steady production while adapting to a customer base that is. in Switzer’s assessment. harder to recruit and retain.
In this context, the persistence of traditional production isn’t nostalgia for its own sake. It functions like a competitive strategy: when the supply of skilled labor tightens, reliability and consistency can become the differentiator.
Behind the scenes, the shop operates with equipment that feels more like a preserved workshop than a modern food factory.. Misryoum describes a pasta press built in 1909 in Manhattan that still runs daily. alongside other older machines used to smooth dough. remove air pockets. and produce ravioli in set batch sizes.. Switzer frames the setup as a “time capsule,” where maintenance and repairs take priority over replacement.
The day-to-day reality is part mechanical, part human.. When machines are down, Switzer keeps backup components and often fixes issues himself, including monitoring production by sound.. However. some steps remain strictly manual. including stuffing shells and boxing finished ravioli. which helps preserve the shop’s signature output.
Misryoum also reports that the business produces thousands of boxes daily. underscoring how quickly fixed costs add up in a production-heavy operation.. Labor is described as the largest expense, with additional pressures tied to utilities and insurance.. Beyond the bills. the managerial workload includes finances. equipment maintenance. and even day-to-day staff dynamics. all of which can determine whether a small operation can keep scaling output.
At the same time, the future is already being handed over.. Switzer’s son. George Joseph Switzer IV. works in the business now and is expected to take on more responsibilities. including areas such as pricing and finances.. That transition highlights why craft businesses matter economically: when skills are passed down. the local supply chain gains continuity even as markets change.
Finally, this story is less about one old machine and more about what it represents.. Misryoum’s reporting points to a broader challenge for small manufacturers: keeping distinctive products alive when labor becomes scarce. retail demand is less predictable. and sustaining day-to-day operations requires both discipline and constant repair work.