City4 in BresciaToday: an Interview with CEO Mirko Tramontano — Construction, Four Districts, and the 2027 Opening
On September 16, 2026, BresciaToday published a long-form feature — in the "La grande metamorfosi" dossier series — by Jennifer Riboli, focused on the City4 project and built around a first-look interview with MyCredit CEO Mirko Tramontano. The piece goes inside the construction site and into the substance of the project: what's inside the building today, what will be there once it opens, and the philosophy with which the Orion Group is turning the former Freccia Rossa mall into an urban "citadel".
Site status: on schedule
As the article reports, the construction site — awarded to Ripa Energy Sistem Srl — has completed the internal demolition and restoration phases. The interior floor plates, 37,000 sqm, are ready for individual tenants, who will have between 3 and 6 months for their fit-out. In parallel, since August the front square has been under redevelopment: an operation that will free up nearly 10,000 sqm of usable public space. "We're keeping up a full-throttle pace. We're in line with our initial forecasts." — Mirko Tramontano, CEO MyCredit (interviewed by BresciaToday)A reversed perspective
The heart of the interview is the method MyCredit used to arrive at the project. Roughly two and a half years of work starting from a different question: not "how do we fill these 37,000 sqm", but "what is Brescia missing that would be worth bringing here". A reversal that led to the identification of four districts designed to generate footfall throughout the day and to attract audiences from outside the city as well — from the lakes all the way to Milan.The four districts
- Food (Gusto) — Restaurants designed for lingering, not fast consumption. Not "grab a sandwich and go", but reasons to stop and stay (music, initiatives in the square, offerings you'd otherwise have to drive 50-100 km to find).
- Entertainment — Several thousand square meters and a lineup of 5–10 operators to reach different audiences (families, teens, adults).
- Wellness — An anchor already in place: Virgin Active, which "worked even in times when everything else was closed". Sport, movement and personal care as daily footfall.
- Value (Valore) — Spaces made available to foundations, third-sector bodies and associations for activities, training and initiatives. This, Tramontano stresses, is where the project will need the city itself to respond.