The concept of circular economy has recently gained prominence in the management research and the adoption of circular economy principles in companies has highlighted peculiar managerial practices that can be implemented in their business models. Existing research still falls short to describe in sufficient detail the enablers of these practices for a circular business model design. This issue is particularly interesting in the agri-food sector, and especially in rural areas, characterized by enormous sustainability challenges, including food production and waste, food packaging, transportation, consumer habits and behavior. The paper takes stock of this gap through the analysis of the enablers of managerial practices in a company that has designed its own circular business model and operating in the agri-food sector of a rural area. The case reveals interesting evidence in terms of relationships between enablers, managerial practices, and circular economy outcomes.