Q&A: Mélanie Masarin on Building Ghia and the Future of Non-Alcoholic Drinks

(Photo: Mélanie Masarin/Instagram)

Mélanie Masarin, founder and CEO of Ghia, has built one of the most recognizable names in the non-alcoholic space by focusing less on imitation and more on intention. Raised in the South of France and shaped by a background in hospitality and brand storytelling, Masarin launched Ghia with a clear vision: create a sophisticated, bitter aperitif that stands on its own rather than trying to replicate alcohol.

That vision has resonated. Ghia is now poured in thousands of restaurants and stocked by major retailers, while Masarin continues to expand her creative footprint with a cookbook rooted in Mediterranean simplicity and communal dining. In this conversation, she reflects on rebellion, ritual, early customer feedback, and why building a “heritage brand” requires tuning out the noise.

We sat down with Masarin to discuss Ghia and her story as a female founder.

Who was Melanie in high school?
I grew up in France and went to Catholic school — which probably explains a lot. I loved to contest authority. I was always questioning things, always pushing back a little. I think that rebellious streak never really left. It’s funny because now I channel it into building a brand that challenges a whole industry.

What’s the first thing you drink in the morning?
A black pour-over coffee, always on an empty stomach. It’s my péché mignon. I know some people say you shouldn’t drink coffee first thing, but I love it. It’s simple, strong, a little bitter — and it gives me a moment before the day begins. No milk, no sugar. Just the ritual.

How do you prioritize wellness while running a company?
I really believe in balance. Not extremes — consistency. I go to the gym four times a week, and I treat it like a meeting I wouldn’t cancel. When I travel, I use the app Piro to stay on track with workouts. For me, sustainability applies to everything — how you build a body, how you build a brand. You can’t burn out in either.

In the early days, you hosted brunches and asked guests to leave feedback on sticky notes. What did you learn?
Those brunches were everything. I’d hand out sticky notes and ask for honest thoughts — what they liked, what they didn’t. One big takeaway was that people are really divided when it comes to bitterness. Some people love it. Others are so conditioned to sugary drinks that bitterness feels unfamiliar.

It made me realize part of our job wasn’t just to make something delicious — it was to educate. To help people understand and appreciate bitterness again.

How did that feedback shape Ghia’s direction?
It shifted the focus from just flavor to experience. We weren’t trying to replicate alcohol or make a juice alternative. We wanted to create a ritual — something sophisticated and intentional.

Taste matters, of course. But what people really wanted was a feeling. A context. A drink that made them feel included in a social setting without compromise.

You wrote 1,200 handwritten letters to customers when you launched. Why?
We launched during the pandemic, which was such a strange time. Everything was digital. Everything felt distant.

I didn’t know if the letters would resonate, but I wanted to create a real connection with our early customers. Something tangible. I had a friend help me because 1,200 is a lot of letters — but it was completely worth it. It made the brand feel human from day one.

Was there a “great idea” that didn’t work out?
We tried to develop a smoky drink at one point. Conceptually, I loved it. But every time we refined the formula, something wasn’t right. The quality just wasn’t there — partly because of limitations at the facility we were working with.

We could have launched it anyway. But if it’s not excellent, we don’t do it. That was a hard but important decision.

How do you differentiate Ghia from competitors in a growing non-alcoholic market?
By not looking at them.

I really mean that. I don’t want Ghia to become a Frankenstein brand made of trends. For example, adding protein to our drinks — that’s never going to happen. It doesn’t align with who we are.

We’re building a heritage brand. That requires focus and discipline. Every decision has to feel true to the essence of Ghia.

How do you decide which new projects to pursue?
I think a lot about context — where and how people meet the brand. Growth is important, but it has to make sense. I want Ghia to show up in the right environments, where it feels natural and elevated.

It’s less about doing more, and more about doing the right things.

Alcohol consumption is shifting. What advice would you give major alcohol companies?
Don’t panic.

Yes, people are drinking less — or differently. But they’re not necessarily quitting altogether. There will always be a place for alcohol. I think people will alternate more between alcoholic and non-alcoholic options.

The worst thing companies can do is rush into clunky spin-offs out of fear. Focus on quality. Focus on intention. The market is evolving, not disappearing.

If you could host a dream lunch — dead or alive — who’s at the table?
Anthony Bourdain, José Andrés, Maya Rudolph, John Pawson, Bella Hadid.

I love the mix of food, culture, humor, fashion. The best conversations happen at the intersection of different worlds.

What’s at the core of how you host and build community?
Generosity. Always.

Whether it’s brunch feedback sessions or handwritten letters, it’s about creating space for people to feel connected. Laughter is important. Warmth is important. If people feel taken care of, everything else follows.